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Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCase IVEY-9B11C037-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Starting at €8.20
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Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCase IVEY-9B14M145-EEntrepreneurship, StrategyIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Starting at €8.20
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Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCase IVEY-9B11M075-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Starting at €8.20
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Mercedes-Benz India
Nicole R.D. Haggerty; Shankar Venkatagiri; Ramasastry ChandrasekharCase IVEY-9B11E009-EInformation Technologies, StrategyIn December 2007, the management of Mercedes-Benz India (MBI), a fully owned subsidiary of Daimler AG, the 12th-largest automobile manufacturer in the world, has decided to relocate to a new facility near Pune in western India. In overseeing the installation of information technology (IT) infrastructure at the new premises, the company’s chief information officer (CIO) must deal with some managerial choices pertaining to IT architecture, IT tools...Starting at €8.20
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Turbulent Times for TikTok’s Platform Strategy
Nicole R.D. Haggerty; Vivian ZhangCase IVEY-W24908-EInformation Technologies, StrategyAt the beginning of 2021, TikTok was facing multiple market threats and had to decide what strategies to implement to manage them. TikTok was the world’s largest short-video platform, with users in 155 countries. But along with great success in entering nStarting at €8.20
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Dhamani Jewels: Becoming a Global Luxury Brand
Applegate, Lynda M.; Mazzanti, LisaCase HBS-815087-EMarketingDhamani started as a loose gemstone dealer in 1969 in Jaipur, India. By the 2000s, it was headquartered in Dubai, United Arab Emirates and had expanded into diamonds and retail. The family business was now in its second generation of leadership and aimed to become a top global jewelry brand within the next 10 years. The family had been successful throughout its various inflection points in the past-had it positioned itself well to soon begin comp...Starting at €8.20
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Koita Foods
Applegate, Lynda M.; Ofek, Elie; Norris, MichaelCase HBS-819001-EEntrepreneurshipIn 2018, Mustafa Koita, Founder and CEO of Dubai-based organic milk company Koita has to decide whether or not to pursue an investment from a potential competitor who is coming into his local market.Starting at €8.20
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India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCase IVEY-9B11M084-EEntrepreneurship, StrategyThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Starting at €8.20
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Mudra Communications
Nicole R.D. Haggerty; Shankar Venkatagiri; Ramasastry ChandrasekharCase IVEY-9B11E030-EInformation Technologies, Service and Operations Management, StrategyIn 2006, Mudra Communications, the third-largest advertising agency in India, is in the middle of an organizational transformation in which information technology (IT) is seen by the top management as pivotal. The IT setup is undergoing a transition at Mudra from manual systems to an Enterprise System (ES) which has been developed internally by the eight-member IT team led by executive vice president for technology Sebastian Joseph. As he gets re...Starting at €8.20
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Decathlon China: Using Social Media to Penetrate the Internet Market
Nicole R.D. Haggerty; Raymond Pirouz; Grace GengCase IVEY-9B11A043-EInformation Technologies, Marketing, StrategyAfter successfully establishing more than 33 retail stores in large cities across China, Decathlon, a large French sporting goods manufacturer and retailer, planned to open its official online shopping website in China. The marketing department head of Decathlon China had experimented with several new social media platforms in China in order to increase the brand awareness among online shoppers. At the upcoming executive meeting, the marketing de...Starting at €8.20