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Evoe Spring Spa: A Positioning Dilemma
Ashita Aggarwal; Renuka Kamath; Sunil RaoCase IVEY-9B13A051-EEntrepreneurship, Marketing, StrategyThe co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-fou...Starting at €8.20
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Savemom: The Smart Wearable Solution for Maternal Health Care
Renuka Kamath; Shrinath V.Case IVEY-W27806-EEntrepreneurship, Knowledge and CommunicationIn January 2020, two social entrepreneurs were looking back at the first five years of operation of their venture JioVio Healthcare. The entrpreneurs had designed, developed, and implemented their cloud-based Internet of Things software Savemom. Using feedback from key stakeholders, Savemom assisted in the early detection of preventable complications during pregnancy and safe delivery, especially for expectant mothers in rural India, with a goal ...Starting at €8.20
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Malabar Gold & Diamonds: Expansion Plans
Vinod Thakur; Sabyasachi SinhaCase IVEY-W26278-EStrategyMalabar Gold & Diamonds (Malabar) was established in 1993 in Kerala, India. By 2019, the company was a leading retail chain in India's jewellery market and one of the top five jewellery businesses in the world, selling their products through 117 Indian outlets and 143 global outlets across nine countries. Most of Malabar's domestic revenue came from the southern region of India, and the company was looking to extend its footprint across the entir...Starting at €8.20
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Castrol India Limited: An Innovative Distribution Channel
Renuka KamathCase IVEY-9B16A044-EMarketing, StrategyIn January 2006, the general manager of sales at Castrol India Limited was concerned. Sales of Castrol motorcycle oil for four-stroke engines was far less than it should be, especially when considering the five million motorcycles being added to Indian roads each year. Most motorcycle oil changes took place in franchised workshops during the warranty period and in non-franchised workshops after the warranty period. The general manager wanted to i...Starting at €8.20
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Shubham Goldiee Masale Private Limited: Consolidate or Expand
Sabyasachi Sinha; Vinod ThakurCase IVEY-9B20M080-EEntrepreneurship, StrategyShubam Goldiee Masale Private Limited was a family business established by two childhood friends in 1980 in Kanpur, northern India. In 2004, second-generation family members began joining the business. With the arrival of the new generation, the company started renewing its business operations. The two founders divided specific management roles and responsibilities of key departments among second-generation family members, although control of the...Starting at €8.20
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SK Telecom: Pursuing Happiness through Corporate Social Responsibility
Marquis, Christopher; Ryu, Kwang Y.; Mirvis, Philip; Thomason, BobbiCase HBS-410042-ELeadership and People ManagementSince 2006, SK Telecom has worked to develop strategic corporate social responsibility programs that are aligned with its business operations and corporate mission. The case tracks the original assessment process the company went through and successive organizational design efforts to align its CSR strategy and implementation architecture. In 2009, the company is going through reorganization, and the protagonist is considering how well the existi...Starting at €8.20
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Swire Beverages: Implementing CSR in China, Teaching Note
Marquis, Christopher; Comings, Alison; Thomason, BobbiTeaching Note HBS-410129-EService and Operations ManagementTeaching Note for [410021].Starting at €0.00
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Direct-to-Consumer Brand Suta: Weaving in Conversion Rate Optimization
Sheila Roy; Renuka KamathCase IVEY-W28030-EEntrepreneurship, MarketingTwo women entrepreneurs co-founded a profitable direct-to-consumer apparel brand called Suta. In June 2021, as the business owners were planning to increase advertising expenditure and scale up operations, they were confronted with a declining return on advertising spend on social commerce and other digital platforms. The co-founders needed to make use of marketing analytics to examine the effectiveness of their online store in converting visitor...Starting at €8.20
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Captain Fresh: Value Fishing across Segments
Renuka Kamath; ShabbirHusain R.V.Case IVEY-W32008-EMarketing, StrategyCaptain Fresh, a tech-enabled business-to-business (B2B) seafood marketplace based out of Bengaluru, India, had been enjoying phenomenal success. Founder Utham Gowda set out to simplify the seafood supply chain in a fragmented, unstructured, and complex market. He was sure that going forward, technology would play a major role in building high-quality distribution infrastructure that would take fish from sea to plate. In January 2022, having achi...Starting at €8.20
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HCL Technologies Infrastructure Services Division: Fuel for Growth
Sabyasachi Sinha; Naveen Kumar MalikCase IVEY-9B20M004-EStrategyHCL Technologies Ltd. (HCL) was one of the big four information technology (IT) companies in India. The infrastructure services division (the company’s flagship revenue generator), had phenomenal growth over the years. However, by fiscal year 2015–16, the division was facing growth challenges. Market dynamics, including competition size and capability, client expectations, and the technology landscape, were all changing. The company was trying to...Starting at €8.20