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Creciendo en China: El financiamiento de Babycare Ltd.
Desai, Mihir A.; Veblen, Mark F.Case HBS-207S07FinanceEl director financiero de este infante compañía de productos nutricionales debe elegir entre los que compiten ofertas de financiación. La interacción de las restricciones técnicas de negociación y los capitalistas de riesgo legal y las costumbres chinas desafiar el CFO para navegar una negociación complicada y elaborar un modelo de negocio único dado estas limitaciones. El caso ofrece un ejercicio de valoración y se destacan algunas de las pregun...Starting at €8.20
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La política en materia de tipos de cambio de la Autoridad Monetaria de Singapur
Desai, Mihir A.; Veblen, Mark F.Case HBS-209S24FinanceLa Autoridad Monetaria de Singapur (MAS) es responsable de la política monetaria del país, y sus decisiones tienen la intención de apoyar la estrategia general del país para el crecimiento económico sostenible con estabilidad de precios. MAS ha tenido mucho éxito en la gestión de los tipos de cambio utilizando un sistema de flotación administrada, lo que permite más flexibilidad que un tipo de cambio fijo, pero una menor volatilidad que los tipos...Starting at €8.20
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Jaypee Cement: Amalgamation of Two Brands
Sanjeev Prashar; Soumil VinayakCase IVEY-9B12A006-EMarketing, StrategyIn 2009, when the Indian cement market was strong, major Indian players were preparing to move from a regional emphasis to pan-India penetration. To become a national player, Jaiprakash Associates Limited grew through acquisitions and setting up new plants. To strengthen its position, the company decided to move from a multiple-brand cement portfolio to a single-brand entity. It merged its two existing brands of cement, Buniyad Jaypee Cement and ...Starting at €8.20
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Maruti Suzuki India Limited: Marketing
Sanjeev Prashar; Harvinder Singh; Anshu KatiyarCase IVEY-9B13A001-EMarketing, StrategyMaruti Suzuki India Limited, India’s largest car manufacturer and the only company in that country to have crossed the 10 million sales mark, was struggling with labour problems in one of its manufacturing units. As a result, it was rapidly losing its market share to competitors and its position as market leader was at stake. The strike not only damaged property at the plant and caused one death and hundreds of injuries, it also heavily impacted ...Starting at €8.20
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Somany Ceramics: Recruitment Challenges
Amitabh Deo Kodwani; Mukesh Kumar; Sanjeev PrasharCase IVEY-9B18C025-ELeadership and People Management, StrategyIn 2016, Somany Ceramics Limited (SCL), a ceramic tile manufacturing company in India, needed industry-ready workers to meet the company’s expansion plan; however, the whole ceramics industry was affected by a shortage of labour. Most of the technically competent ceramics and construction personnel in India preferred to work in the construction industry or join other sectors such as information technology. The company’s human resources team neede...Starting at €8.20
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Kaps Ice Cream: Should It Enter the Premium Segment
T. Sai Vijay; Sanjeev Prashar; Vinita SahayCase IVEY-9B16A041-EEntrepreneurship, Marketing, StrategyOn November 1, 2015, the four founders of Kaps Foods India Private Limited (Kaps) invited external business consultants to a business strategy meeting. The ice cream industry was moving toward the premium segment of the market, and Kaps was eager to move out of its stagnant phase. However, two of the four founders were skeptical about the acceptance of the Kaps brand in the higher-end market. They believed that the market would always consider Ka...Starting at €8.20
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Apple iPad in India: Was There a Way Out
Sanjeev Prashar; Adeshwar Raja Balaji Prasad; Parasaran VS; Vijay Kumar VennaCase IVEY-9B12A009-EMarketing, StrategyThis case considers Apple’s entry into the Indian tablet PC market. In spite of stiff competition, Apple’s iPad had invariably become the market leader in many countries across the world. However, Samsung and RIM had surpassed its market share in India. This case offers students a unique opportunity to understand the reality of entering a new market and losing the coveted market leader position.Starting at €8.20
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When the Tone of an Email Went Wrong
Mukesh Kumar; Archana Parashar; Sanjeev PrasharCase IVEY-9B16C013-ELeadership and People Management, StrategyA tense situation arose in 2015 after a faculty member at the Premier School of Management in New Delhi, India, mistakenly emailed a test paper to a group email address that included the school’s students, faculty, and alumni. An alumna who received the email responded to the professor using the “reply to all” option. The tone of her email was considered to be disrespectful to the professor. The professor responded by sending his own “reply to al...Starting at €8.20
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edaixi (eWash): Digital Transformation of Laundry Services (A)
Zhu, Feng; Chen, Weiru; Chen, Chuang; Lin, CiwuCase HBS-617034-EService and Operations ManagementFounded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China's edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.Starting at €8.20
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edaixi (eWash): Digital Transformation of Laundry Services (B)
Zhu, Feng; Chen, Weiru; Chen, Chuang; Lin, CiwuCase HBS-617038-EService and Operations ManagementFounded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China's edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.Starting at €5.74