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Fengshou Crab Manor
Yan Gong; Liman Zhao; Liang DongCase IVEY-9B16M063-EEntrepreneurship, StrategySince its founding in 2002, Fengshou Crab Manor had become one of the top brands in China’s mitten crab sector by using a distinctive gift voucher model. The company had attracted over 100,000 loyal customers from companies and non-profit institutions in Beijing and Shanghai. At the beginning of 2013, however, the government’s Central Committee unveiled an eight-point code of conduct to reduce bureaucracy and boost ties with the public, which adv...Starting at €8.20
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CPT: The Constant Hunt for Entrepreneurial Opportunities
S. Ramakrishna Velamuri; Liman ZhaoCase IVEY-9B16M067-EEntrepreneurship, StrategyAfter continuous business growth and taking advantage of new business opportunities, China Precision Technology Group transformed from a small producer of coils for television tuners to an enterprise with five different business sectors: consumer electronics, automobile parts, optical, health care, and stamping equipment. In 2014, on the company’s 24th anniversary, the company’s founder and chief executive officer was evaluating the achievements ...Starting at €8.20
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Testin: Partnering with Multinational Corporations
Shameen Prashantham; Liman ZhaoCase IVEY-9B17M127-EEntrepreneurship, StrategyBy 2017, Beijing Testin Information Technology Co., Ltd. (Testin), had forged partnerships with multiple large multinational companies (e.g., Microsoft, IBM, ARM, Intel). Since it was founded in 2011, Testin had served over 800,000 application developers by conducting more than 150 million quality and security tests on over 2.5 million mobile applications. It had received several rounds of financing totaling over $80 million. Many Chinese Interne...Starting at €8.20
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Paytm: Targeting More Pockets for Its Mobile Wallet
Sandeep Puri; Shivani Upadhyay; Siddharth Agarwal; Debasish ChatterjeeCase IVEY-9B16M026-EEntrepreneurship, StrategyPaytm enjoyed a position as the leader in India’s market for mobile wallets, a digital service that enabled payments to be made through mobile devices. Paytm’s major client, Uber, which developed and operated a smartphone-based, ride-hailing app as a way to compete with traditional taxi companies, had initially used Paytm’s mobile wallet as the sole payment mode for Uber rides in India. However, in 2015 Uber revised its payment policy by adding a...Starting at €8.20
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Should Natco Explore the Out-Licensing Opportunity
Sandeep Puri; Swati Kapoor; Tanmay Mathur; Arshdeep KaurCase IVEY-9B15M072-EStrategyNew medicine launches in India had come down by nearly 80 per cent during the last six years. The risks associated with new-drug development were high, and for that reason, companies were considering buying the potential molecules in the early stages of development at comparatively cheaper rates. Apart from cutting costs, out-licensing provided opportunities for domestic players to enter into collaborations with global players. Now, with out-lice...Starting at €8.20
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Amul Dairy: Camel Milk Launch in India
Sandeep Puri; Brij Mohan Taneja; Pratibha Gupta; Anirudh MenonCase IVEY-9B16M020-EStrategyAmul Dairy, the market leader in the Indian milk industry, held its market position by pioneering several progressive initiatives and responding to consumer trends with continuous product development. Camel milk, a relatively new health-oriented dairy product, was being hailed as “white gold” and touted as a superfood in Australia and in some Western countries. Amul Dairy had an opportunity in 2015 to take advantage of changing consumer preferenc...Starting at €8.20
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Britannia Industries: Maintaining a Market Lead
Sandeep Puri; Siddhant Chhabra; Kunal PeshinCase IVEY-9B16M022-EStrategyIn 2015, Britannia Industries — India’s most recognized biscuit brand — had overtaken Parle as the market leader in the biscuit (cookie) category and faced stiff competition from Parle, ITC’s Sunfeast, and many regional competitors. Britannia had to devise a strategy that would allow it to further consolidate its leadership position without losing market share; increasing the price alone was not an option in this highly competitive market. What c...Starting at €8.20
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Johnson Controls-Hitachi: Aiming to Consolidate a Market Lead
Sandeep Puri; Shivani Upadhyay; Shubham SharmaCase IVEY-9B17M082-EMarketing, StrategyAt the beginning of 2017, India was among the top 10 markets for Johnson Controls-Hitachi Air Conditioning India Limited, accounting for around 10 per cent of its revenue. The company was trying to increase its room air conditioner (RAC) market from 11 per cent to 20 per cent by 2020. It was positioned in the premium segment of the RAC market but wanted to enter the popular segment, which was crowded with established players. The company’s focus ...Starting at €8.20
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The Renault KWID: Disrupting India's Hatchback Market
Jones Mathew; Banasree Dey; Sandeep PuriCase IVEY-9B17A023-EMarketing, StrategyThe Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader’s market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID’s remarkable success, however, Renault’s strategy for the future nee...Starting at €8.20
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Rx Pharmacy: Physical versus Online Options
Sandeep Puri; Siddhant PuriCase IVEY-9B16M115-EStrategyIn May 2015, Alankit Life Care Limited was concerned about the future of Rx Pharmacy, its online pharmacy retail venture. The company had both a physical and an online platform for Rx Pharmacy, but the physical stores were not doing well due to aggressive marketing strategies adopted by competitors. Government regulations also presented a threat to the future of the online pharmacy. Rx Pharmacy was targeting a customer base of 50,000 customers an...Starting at €8.20