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To Float or Not to Float? (A) (Spanish version)
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S08EconomicsOn July 21, 2005 China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11% and, at the same time, introduced a more market-based exchange rate system. Many analysts and economists were disappointed with what they considered too small a change and called for more flexibility in the U.S. dollar/yuan exchange rate. Modification to China's exchange rate regime had been eagerly anticipated and...Starting at €8.20
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China: Flotar o no flotar (C) Esquel Group y el Renminbi chino
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S10EconomicsEn julio de 2005, China revaluó su moneda en un 2,1% y ajustar su régimen de tipo de cambio hacia un sistema más basado en el mercado. Esquel Group, una gestión familiar, textiles privadas firma especializada en camisas de algodón de alta calidad con su mayoría de base de producción se encuentra en China, estaba entre aquellas empresas que se enfrentan con el reto de hacer frente a la revaluación del yuan y la posibilidad de apreciación futura . ...Starting at €5.74
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Future Group — Branding Private Labels
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B11A004-EMarketing, StrategyIndia’s largest domestic retail group, the Future Group, is pursuing a novel private-label strategy. In a country dominated by small-scale retailers, it is using its scale to launch private-label brands in several product categories. It is planning to delink these new offerings from the store brand and make them available through other retailers. Future Group hopes to derive most of its growth over the next few years from this initiative.The case...Starting at €8.20
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First Energy
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B12A001-EEntrepreneurship, Marketing, StrategyIn September 2011, the CEO of First Energy Private Ltd, a start-up enterprise in the alternative energy industry in India, is at a critical juncture. The company has commercialized the technology of biomass cook stoves and has been providing, since 2007, clean and affordable cooking solutions to customers in rural India. A marginal rise in the price of biomass fuel in early 2011 has, however, led to a steep fall in demand, making the continuance ...Starting at €8.20
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d.light design
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B14A023-EEntrepreneurship, Marketing, StrategyIn 2009, a U.S.-based social enterprise, d.light design, launched its innovative brand of solar lamp in India. Although the company has gained market share, the category as a whole is not growing. In 2014, The solar lamp market in India is complex, as a result of being both fragmented and disorganized. The company’s new head of Indian operations faces three dilemmas: How can the company scale up? How can the company improve the productivity of it...Starting at €8.20
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Best Buy Inc. - Dual Branding in China (Spanish version)
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B09AS16Marketing, StrategyUn mes después de que Best Buy Inc. (Best Buy), el vendedor más grande de productos electrónicos de consumo en los Estados Unidos, adquirieron Five Star, el tercero vendedor más grande de electrodomésticos y los productos electrónicos de consumo en China en mayo de 2006, la administracíon de Best Buy está evaluando una opción de marca. ¿Se debe Five Star perder su identidad y se comercializa como Best Buy? ¿O mejor debería Best Buy mantener la ma...Starting at €8.20
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Dabur India Ltd. - Globalization
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B09A017-EMarketing, StrategyDabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also followed the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outsi...Starting at €8.20
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China: Flotar o no Flotar (B) Calendario de cambios relevantes del Renminbi chino
Alfaro, Laura; Di Tella, Rafael; Vogel, Ingrid; Kim, Renee; Russell, WilliamCase HBS-707S11EconomicsEl 21 de julio, 2005, China revaluó su tipo de cambio cuasi-fijo década de duración de aproximadamente 8,28 yuanes por dólar EE.UU. un 2,1% a 8,11% y, al mismo tiempo, introdujo un sistema de tipo de cambio más basado en el mercado. Muchos analistas y economistas se mostraron decepcionados con lo que consideraban un cambio muy pequeño y pidieron una mayor flexibilidad en el tipo de cambio dólar-yuan EE.UU.. Proporciona una línea de tiempo de más ...Starting at €5.74
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BMVSS: Changing Lives through Innovation One Jaipur Limb at a Time (Abridged)
Datar, Srikant M.; Chaturvedi, Saloni; Bowler, Caitlin N.Case HBS-115009-EAccounting and ControlBhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian not-for-profit organization engaged in assisting differently-abled persons by providing them with the legendary low-cost prosthesis, the Jaipur Foot, and other mobility-assisting devices, free of cost. Known for its patient-centric culture, its focus on innovation, and for developing the $20 Stanford-Jaipur knee, BMVSS has assisted over a million people in its lifetime of 44 years. As ...Starting at €8.20
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BMVSS: Changing Lives, One Jaipur Limb at a Time, Teaching Note
Datar, Srikant M.; Bowler, Caitlin N.; Chaturvedi, SaloniTeaching Note HBS-118111-EAccounting and ControlTeaching note for cases 114007 and 115009.Starting at €0.00