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Leader Healthcare: Deciding on a Growth Strategy
Sonal Singh; Meeta DasguptaCase IVEY-9B17M006-EEntrepreneurship, StrategyLeader Healthcare India (LHC) was a medical devices importer firm that dealt primarily in respiratory and anesthetic devices. The company imported medical devices from U.S. manufacturers and, for the most part, performed its own marketing, sales, and service activities. In 2016, the director of LHC was concerned about LHC’s multiple failed efforts at market expansion. The company wanted to grow, but its attempts had been unsuccessful. Lack of hig...Starting at €8.20
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ibibo: Grow Independently or Sell
Meeta Dasgupta; S. Veena IyerCase IVEY-9B17M113-EEntrepreneurship, StrategyIn 2016, the chief executive officer of the ibibo Group, one of the largest players in India’s online travel sector, faced a major decision. MakeMyTrip, India’s market leader in online travel, had expressed interest in acquiring the ibibo Group. Should the ibibo Group’s chief executive officer accept the offer and give up partial or total control of the company, in return for growing with the market leader? Or should he continue with the business...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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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCase IVEY-9B16M108-EStrategyIn 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they ...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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Oxigen: Nurturing the Mobile Payment Ecosystem in India
Sandip Mukhopadhyay; Meeta Dasgupta; M.P. JaiswalCase IVEY-9B15M124-EStrategyIn 2013, Oxigen Services India Pvt. Ltd. launched a money transfer service integrated with the infrastructure of the National Payment Corporation of India. The Oxigen Wallet, India’s first non-bank wallet, allowed instant money transfers to and from any bank account over an extensive ecosystem, with a large retail presence across India using point-of-sale terminals. Oxigen was a major provider of bill payment and merchant payment services, with c...Starting at €8.20
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Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options
Bandinee Pradhan; Ritu Srivastava; Meeta DasguptaCase IVEY-9B18A003-EEntrepreneurship, MarketingIn December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed yout...Starting at €8.20
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Roshan: Beyond Pioneering Success in Afghanistan
Chu, Michael; Arora, NamrataCase HBS-316030-EStarting at €8.20
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IMAX: Scaling Personalized Learning in India
Kim, John Jong-Hyun; Chu, Michael; Tahilyani, RachnaCase HBS-316108-EIMAX is a provider of comprehensive testing and personalized content across mid-range and low-cost private K-10 schools in India. It aims to improve learning outcomes by providing schools with an integrated product suite including textbooks, workbooks, assessments, feedback reports, personalized worksheets and teaching support material. Its founders however, view their B2B strategy as a seeding strategy to eventually form a B2C education ma...Starting at €8.20
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Embrace
Chu, Michael; Bloom, David E.; Wagonfeld, Alison BerkleyCase HBS-814001-EEntrepreneurshipStarting at €8.20