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Beijing's Terminal 3: Building a New Gateway to China
Fearing, Douglas; Raman, Ananth; Donovan, G.A.Case HBS-613051-EEntrepreneurshipStarting at €8.20
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India's Amul: Keeping up with the Times, Teaching Note
Deshpande, Rohit; Khanna, Tarun; Arora, NamrataTeaching Note HBS-517105-EMarketingTeaching note for case 516116.Starting at €0.00
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Excel Entertainment
Khaire, Mukti; Arora, NamrataCase HBS-813169-EEntrepreneurshipStarting at €8.20
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Tata Motors in Singur: Public Purpose and Private Property (B)
Iyer, Lakshmi; Alfaro, Laura; Arora, NamrataCase HBS-709029-EEconomicsIn October 2008, Tata Motors canceled their car manufacturing plant in West Bengal state, in the face of widespread farmer protests over land acquisition issues. This meant abandoning a project in which the company had invested $300 million and delaying the launch of the Nano, the world's cheapest car. What strategy could Tata have pursued to avoid this outcome? Would similar problems arise in Gujarat state, where the project had been relocated?Starting at €5.74
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Roshan: Beyond Pioneering Success in Afghanistan
Chu, Michael; Arora, NamrataCase HBS-316030-EStarting at €8.20
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Nalli Silk Sarees (A)
Narayanan, V.G.; Arora, Namrata; Muthuram, VidhyaCase HBS-113004-EFinanceNalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year old company had enjoyed impressive growth with a $95 million turnover, a 22 store retail footprint, and had outdone its competitors by being the only player in its segment to have a national presence. Headquartered in Chennai, India, the company built its unique national brand by emphasizing innovation, customer centric practi...Starting at €8.20
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Floward
Palepu, Krishna G.; Arora, NamrataCase HBS-124010-EStrategyIn 2022, Abdulaziz B. Al Loughani, CEO and co-founder of Floward, an online flower and gifting company established in Kuwait in 2017, contemplated the firm's growth trajectory. Floward, an e-commerce enterprise that offered fresh-cut flowers sourced directly from global growers and had control over the entire delivery chain, had expanded its footprint to 32 cities across nine MENA countries and had ventured into the UK. Witnessing a remarkable CA...Starting at €8.20
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Supply Chain Management at World Co. Ltd. (Spanish Version)
Raman, Ananth; McClelland, Anna; Fisher, Marshall L.Case HBS-603S07Service and Operations ManagementDescribe una cadena de suministro con (es decir, dos semanas) tiempos de respuesta muy rápidos y permite a los estudiantes explorar cómo tal se consiguen tiempos de respuesta cortos. Permite a los estudiantes explorar qué otras cadenas de suministro, con mucho los tiempos de respuesta más largos, podrían no ser capaces de replicar esta actuación.Starting at €8.20
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Train Whistle in the Tiger Reserve (Spanish version)
Buell, Ryan W.; Raman, Ananth; Muthuram, VidhyaCase HBS-617S09Service and Operations ManagementCelebrated as one of the world's premiere luxury hotel brands, Oberoi Hotels attracts and serves some of the most quality sensitive guests in the world. The case considers the challenge of how an organization, with a standardized service model, can repeatedly delight customers whose expectations grow with every interaction. To explore this question, the case details the design elements of Oberoi's complex service operation, including its approa...Starting at €8.20
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Oberoi Hotels: Train Whistle in the Tiger Reserve
Buell, Ryan W.; Raman, Ananth; Muthuram, VidhyaCase HBS-615043-EService and Operations ManagementCelebrated as one of the world's premiere luxury hotel brands, Oberoi Hotels attracts and serves some of the most quality sensitive guests in the world. The case considers the challenge of how an organization, with a standardized service model, can repeatedly delight customers whose expectations grow with every interaction. To explore this question, the case details the design elements of Oberoi's complex service operation, including its approa...Starting at €8.20