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Sony Corporation’s Aibo: An Intelligent Decision
Tulsi JayakumarCase IVEY-9B18M036-EStrategyIn November 2017, the chief executive officer of Sony Corporation was preparing to announce the company’s release of its rebooted robo-pup, the Aibo—a robot equipped with sensors and actuator technologies, and powered by artificial intelligence that allowed this virtual pet to behave like a real dog. Sony Corporation, the 70-year-old iconic Japanese manufacturing company, had diverse businesses. After significant restructuring since 1999 to addre...Starting at €8.20
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When There Is No Will, Is There a Way
Rajiv Agarwal; Samish DalalCase IVEY-9B13C006-ELeadership and People Management, StrategyThis case examines the mindset of a father who faces a complex situation when his adult son, who works with him in the family business in India, begins pressuring him to make a will. The father’s thought processes are revealed as he tries to understand the reasons behind his son’s motivation. The case explores the issue from the father’s point of view. It examines his hesitation to make a will and the points in favour of doing so.Starting at €8.20
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Indian Steel Limited: Tri-Party Negotiation - The Seller (B)
Samish Dalal; Rajiv AgarwalCase IVEY-9B14C006-EEntrepreneurship, Leadership and People Management, StrategyThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Starting at €5.74
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Hindustan Unilever Ltd.: Creating Shared Value in a VUCA World
Tulsi JayakumarCase IVEY-9B13M129-EStrategyHindustan Unilever Ltd. can trace its current-day profitable business operations in its Doom Dooma factory in the conflict-ridden northeastern state of Assam (India) to its proactive corporate responsibility initiatives since the start of its operations. A spurt in sales in the personal care segment has led the company to consider capacity expansion. The company needs to decide whether to continue to invest in Assam despite three challenges: oper...Starting at €8.20
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Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Tulsi Jayakumar; Nilotpal Ray; Divya Mulanjur; Debopam Basu; Gayatri PatkarCase IVEY-9B14M065-EStrategySudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the sit...Starting at €8.20
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Pramanik Containers and the Bottleneck Challenge (A)
Rajiv AgarwalCase IVEY-9B12E014-EEntrepreneurship, Information Technologies, Service and Operations Management, StrategyIn 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff’s resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholde...Starting at €8.20
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AirAsia India: Clash for the Indian Skies
Tulsi JayakumarCase IVEY-9B14M111-EStrategyArmed with an air operator's permit, Air Asia, a Malaysian low-cost carrier airline, is preparing to enter the Indian aviation market. AirAsia is known as an aggressive player globally. It plans to use aggressive pricing strategies to revolutionize air travel in India and gain competitive edge in the aviation market through highly competitive operational targets. How will AirAsia India’s entry and its aggressive pricing decisions work in the olig...Starting at €8.20
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iD Fresh Food: Scripting a Fresh Story
Tulsi JayakumarCase IVEY-9B21M047-EEconomics, StrategyIn May 2020, amid the lockdown in India brought about by COVID-19, P. C. Musthafa, chief executive officer of iD Fresh Food (iD), a food company located in Bengaluru, India, was preparing for a virtual meeting with his co-founders. The company offered customers the value proposition of “freshness” and operated in the ready-to-cook and ready-to-eat segments. iD’s flagship product was batter for preparing idlis and dosas, which were popular Indian ...Starting at €8.20
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Womenomics in Japan
Groysberg, Boris; Yamazaki, Mayuka; Sato, Nobuo; Lane, DavidCase HBS-417002-ELeadership and People Management"Womenomics in Japan" profiles Prime Minister Shinzo Abe's vigorous attempts to revive Japan's economy, specifically by advocating for a larger role for women in the economy--not as a matter of social policy or gender equity per se, but as an essential element of any solution to Japan's persistent low economic growth. Several decades of economic stagnation led Abe to spearhead a multi-faceted reform effort to shake off deflation and come to grips...Starting at €8.20
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Komatsu in China
Palepu, Krishna G.; Kanno, Akiko; Sato, NobuoCase HBS-114004-EAccounting and ControlKomatsu built a very successful business in China over the last two decades. But it is now facing rising competition from lower cost domestic Chinese companies, which are themselves trying to become global players. Facing the same situation, Caterpillar is implementing a two-brand strategy. What should Komatsu do to retain its leadership position in China?Starting at €8.20