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Namratha Oil Refineries Pvt. Ltd.: Tackling Oil Giveaway
Amol S. Dhaigude; Vasanth Kamath VP; Arun P. SasiCase IVEY-9B19E022-EDecision Analysis, EntrepreneurshipIn March 2017, the director of operations at Namratha Oil Refineries Pvt. Ltd., a leading manufacturer and distributor of high-quality packaged coconut oil in southwest India, faced a challenge. Because of inefficiencies in the company’s packaging divisioStarting at €8.20
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Manipal Power Laundry: Washing Out of Business
Amol S. Dhaigude; Vasanth Kamath VP; Sayan Mukherjee; Dhairya Patel; Anmol Marwah; Kiran R; Palak SethiCase IVEY-9B20E004-EDecision Analysis, EntrepreneurshipThe owner of Manipal Power Laundry asked his nephew, an MBA student, for advice on the business. The company’s operational inefficiencies had led to high operating costs over time. Coupled with regulatory price caps, the situation made the business unsustainable. The owner asked his nephew to provide a solution that would benefit the company both in the short term and over the long term. After observing the various processes, collecting data, and...Starting at €8.20
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JSW Steel Ltd: A Logistics Dilemma (B)
Amol S. Dhaigude; Debmallya Chatterjee; Vishnu KumarCase IVEY-9B18E011-EDecision AnalysisIn 2015, the assistant general manager at JSW Steel Ltd. (JSW), one of India’s largest steelmakers, faced a dilemma. Should JSW continue to transport the company’s end products to clients, or should JSW instead outsource the transportation to a third-party provider? Outsourcing would ensure timely delivery but would increase the cost. Another option was to pay an agency a premium for sharing information on the availability of Class I and Class II...Starting at €5.74
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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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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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Excel Entertainment
Khaire, Mukti; Arora, NamrataCase HBS-813169-EEntrepreneurshipStarting at €8.20
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Jumia Nigeria: from Retail to Marketplace (B)
Casadesus-Masanell, Ramon; Arora, NamrataCase HBS-718432-EStrategyThis follow up case study explores the ramifications of Jumia's decision to move from a retail led to a markplace business model for its e-commerce platform. The case visits the company's successes as well as its many failures when adopting this vendor-led strategy. It also considers Jumia's options going forward- should it return to the retail-led model or develop a hybrid alternative?Starting at €5.74