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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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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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Roshan: Beyond Pioneering Success in Afghanistan
Chu, Michael; Arora, NamrataCase HBS-316030-EStarting at €8.20
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Cyprus (A)
Werker, Eric; Berardi, Sebastian; Elia, Stelios; Muakkassa, Omar; Zumberge, JamesCase HBS-714010-EEconomicsCyprus is a small Mediterranean island located at the cross-roads of Europe, Africa, and the Middle East. Since its 1974 split, Cyprus has grown real GDP more than fivefold-in large part because of its development as an "international business" center. The country developed a large network of double-taxation-treaties (including some of the most robust agreements with Russia and other ex-Soviet Republics) that allowed it to serve as a tax-efficien...Starting at €8.20
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Cyprus (B)
Werker, Eric; Berardi, Sebastian; Elia, Stelios; Muakkassa, Omar; Zumberge, JamesCase HBS-714011-EEconomicsStarting at €5.74
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Cyprus (A) and (B), Teaching Note
Werker, Eric; Berardi, Sebastian; Elia, Stelios; Muakkassa, Omar; Zumberge, JamesTeaching Note HBS-714012-EEconomicsTeaching Note for 714010 and 714011.Starting at €0.00
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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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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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Rain Industries Limited: Responding to Global Supply Chain Shifts
Kalyan C. Chejarla; Sourabh Bhattacharya; Vinay Kalakbandi; Shantanu BagchiCase IVEY-W25341-EService and Operations ManagementRain Industries Limited (Rain), through its wholly owned subsidiary Rain Carbon Inc., produced upcycled carbon products from the by-products of steel and petroleum and other industries. The demand- and supply-driven shifts and various sustainability initiatives by industries both downstream and upstream in Rain’s existing supply chain could prove to be disruptive, requiring strategizing and future-proofing. When the Government of India’s Ministry...Starting at €8.20
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Excel Entertainment
Khaire, Mukti; Arora, NamrataCase HBS-813169-EEntrepreneurshipStarting at €8.20