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P.N. Gadgil Jewellers: Managing a Family Brand
Sonia Mehrotra; Uday SalunkheCase IVEY-9B20M008-EStrategyP. N. Gadgil Jewellers Private Limited, based in India, was formed from the most recent separation of the original Gadgil family business, whose origins dated back to the 18th century. The company's gold, silver, and diamond jewellery were all sold under the P. N. Gadgil (PNG) brand. The company expanded from six stores and revenue of ₹13 billion in 2012 to 26 stores and revenue of ₹21 billion in 2016. Although the company focused on professional...Starting at €8.20
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La Entrevista HBR: Acelerando el paso
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Article HBS-R0807FStrategyEl Mahindra & Mahindra Group, una de las casas comerciales más conocidos de la India, está tratando de ser más grande, más global y más innovadora, todo al mismo tiempo. En post-económicos-reformas fiebre del oro de la India, el grupo, cuyas ventas fueron 2.007 $ 6.6 mil millones, ha invertido en una gran cantidad de negocios no relacionados, desde la fabricación de aviones para la producción de películas. El tractor insignia y las empresas de SU...Starting at €8.20
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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Article HBS-R0912MStrategyA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Starting at €8.20
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Cómo China cambió su agenda global de adquisiciones
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104KStrategyel progreso económico de China ha sido tan deslumbrante que la gente a menudo se olvidan de que China, Inc. ha visto su cuota de fracasos también. Basta con mirar a las primeras adquisiciones transfronterizas que las empresas chinas hicieron. Muchas de estas ofertas, incluyendo la adquisición de alto perfil de TCL de Thomson de Francia, adquisición de Ssangyong Motor Company de Corea del Sur de SAIC, y la compra de Murray de América del largo del...Starting at €8.20
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Por qué no intentamos ser la compa a más respetada de India
Murthy, N.R. Narayana; Raman, Anand P.Article HBS-R1111DKnowledge and CommunicationPuede que no parece ser uno, pero es bastante Murthy la contraria. En un momento en que pocos indios dicen que podrían convertirse en empresarios, fundó Infosys con sólo $ 1.000. Cuando nadie cree que la India podría competir en el campo de alta tecnología, se atrevió a desarrollar servicios de software para la exportación. En una época en que casi nadie en la India llevó a cabo negocios de manera ética, que se dispuso a crear una sociedad basada...Starting at €8.20
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The Goli Vada Pav — Fast Food of India (A)
Sonia Mehrotra; S. Ramakrishna VelamuriCase IVEY-9B12M005-EEntrepreneurship, StrategyGoli Vada Pav Pvt. Limited (GVPPL) identified an opportunity to brand one of Mumbai’s favourite fast foods — the vada pav. GVPPL’s founders saw a huge opportunity in the Indian fast food industry, which was highly unorganized and largely serviced by small-time local vendors. There was a need in the market for a hygienic, branded product and Goli Vada Pav was created to fill this void. GVPPL broke the stereotype of unhygienic, manhandled vada pav....Starting at €8.20
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Robert Bosch Engineering India: Plotting a Growth Strategy
Sonia Mehrotra; U. Srinivasa RanganCase IVEY-9B14M099-EStrategyThe general manager of an engineering solutions department at Robert Bosch Engineering India, a subsidiary of a major German supplier of automotive components, must expand his department from captive to non-captive (i.e., non-Bosch) business and grow rapidly. He believes that non-linear growth is feasible if he leverages competencies and talent built over the years within his division. He faces complex strategy execution challenges, including cha...Starting at €8.20
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SEWA (B): Ela Bhatt
Sonia Mehrotra; Oana BranzeiCase IVEY-9B14C019-EEntrepreneurship, Leadership and People Management, StrategySupplment to 9B14C018.Starting at €5.74
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How China Reset Its Global Acquisition Agenda
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104K-EChina's economic progress has been so dazzling that people often forget that China, Inc. has seen its share of failures too. Just look at the first cross-border acquisitions that Chinese companies made. Many of those high-profile deals-including TCL's acquisition of France's Thomson, SAIC's takeover of South Korea's Ssangyong Motor Company, and the D'Long Group's purchase of America's Murray, Inc.-ended badly. But for the Chinese, failure is not ...Starting at €8.20
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Finding a Higher Gear
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Article HBS-R0807F-EStrategyThe Mahindra & Mahindra Group, one of India's best-known business houses, is trying to become bigger, more global, and more innovative-all at the same time. In India's post-economic-reforms gold rush, the group, whose 2007 sales were $6.6 billion, has invested in a slew of unrelated businesses, from aircraft manufacture to film production. The flagship tractor and SUV businesses are readying to make big bets in, respectively, the Chinese and U.S....Starting at €8.20