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Norio Ohga: The Fifth President of Sony Corporation
Sáez, Francisco J.; Riquelme, Hernán; Kase, KimioCase DG-1481-EStrategyThe case analyses the conceptual scheme or model identified in Norio Ohga's management style, which we call the proto-image of the firm (PIF) approach. Sony's success in its diversification strategy is explained on the basis of PIF.Starting at €8.20
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Chihiro Kanagawa, President of Shin-Etsu Chemical
Sáez, Francisco J.; Riquelme, Hernán; Kase, KimioCase DG-1483-EStrategyThis case examines the professional career of Chihiro Kanagawa, and shows how he turned Shin-Etsu Chemicals into a major international player in a sector in which Japanese companies had traditionally been uncompetitive. The case illustrates Kanagawa's dynamic management style and the value system on which it is based and we call the profit- arithmetic (PA) approach. Shin-Etsu Chemical's success by not spending money on projects not generating imm...Starting at €8.20
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Chihiro Kanagawa, Presidente de Shin-Etsu Chemical
Sáez, Francisco J.; Riquelme, Hernán; Kase, KimioCase DG-1483StrategyEste caso revisa la carrera profesional de Chihiro Kanagawa y explica cómo convirtió Shin-Etsu Chemicals en uno de los participantes más importantes a nivel internacional en un sector en el que históricamente las empresas japonesas no habían sido competitivas. El caso ilustra el estilo de gestión dinámico de Kanagawa y el sistema de valores en los que se basa y que denominamos política "profit- arithmetic" (PA). Asimismo se explica el éxito de la...Starting at €8.20
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Greenkraft: Ensuring Sustainability During and Post COVID-19
Jaydeep MukherjeeCase IVEY-W31072-EStrategyGreenkraft Private Limited (Greenkraft) supplied artisanal products to global clients and was an India-based not-for-profit organization. The company worked to address the socio-economic needs of artisan women. For 800 women workers, the Greenkraft production unit symbolized independence and pride, motivating them to work and deliver quality output. During the COVID-19 pandemic, Greenkraft was compelled to adopt home production to supplement prod...Starting at €8.20
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Mantra Ayurveda: Scaling Direct-To-Consumer Marketing
Aditi Saini; Jaydeep MukherjeeCase IVEY-W25497-EMarketing, StrategyMantra Ayurveda (Mantra), established in India in 2020, manufactured and marketed luxury Ayurvedic skin care and hair care products. The brand’s equity in the Indian market was low, its performance marketing efforts were not leading to expected revenue gains, and the revenue from direct-to-consumer (DTC) initiatives had experienced a negligible uptick in financial year (FY) 2020–21. In April 2021, the chief executive officer would have to convinc...Starting at €8.20
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Boosting Boost: Charting Growth Opportunities
Jaydeep Mukherjee; Sriram PadmanabhanCase IVEY-9B15A003-EMarketing, StrategyThe general manager of GlaxoSmithKline India has been tasked to increase annual sales of the health food drink Boost to upwards of 18 per cent, without any significant change in contribution margins.Repositioning the brand could increase the size of the target market, but may also jeopardize the brand’s sharply defined positioning. Attempting expansion of the distribution network, where the competition is strong and deeply entrenched, might strai...Starting at €8.20
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HCL Beanstalk: All-in-One Desktop Re-Launch
Jaydeep Mukherjee; Rahul SethCase IVEY-9B13A012-EMarketing, StrategyAWARD WINNING CASE - Best case in the Marketing category, 2012 ISB-Ivey Global Case Competition. In 2012, HCL Infosystems Ltd. is a reputable computer hardware firm and a major player in the Indian desktop market. Due to changes in consumer behaviour, the desktop market is shrinking and demand is shifting towards laptops, where HCL has a miniscule presence. At the same time, the desktop market is witnessing the emergence of a new form of devices ...Starting at €8.20
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Citibank India Credit Cards: Strategy for Profitable Growth
Jaydeep Mukherjee; Sanket KawdeCase IVEY-9B14A016-EMarketing, StrategyThe target market of Citibank cards in India was aligned with the profitability objectives of the company. However, if it continued with its current strategy, it faced the risk of being a niche player in a growing market and losing the profit potential from other segments and geographies in the near future. The CEO needed to reconsider the target market and finalize a marketing strategy in the face of the changing composition of the marketplace, ...Starting at €8.20
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Maruti Suzuki India: Defending Market Leadership in the A-segment
Jaydeep Mukherjee; Gaurav Mathur; Nikhil DharCase IVEY-9B15A016-EMarketing, StrategyMaruti Suzuki India Ltd. (MSIL), a subsidiary of Suzuki Motor Corporation Japan, is considering a new product introduction to defend its pre-eminent position and retain its competitive advantage in the Indian car market. Three different choices have emerged, out of which only one can be pursued. There is a need to reassess MSIL’s potential growth opportunities and strategy for competing in the A-segment. Which product should MSIL invest in to suc...Starting at €8.20
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OSSCube: Deciding on the Levers of Growth
Jaydeep MukherjeeCase IVEY-9B17A041-EEntrepreneurship, Marketing, StrategyIn November 2015, the co-founders of OSSCube Solutions Ltd., an Indian-based information technology (IT) solution provider, faced the risk of shrinking and uncertain profits if they continued with their open source solution strategy. Changing to non-open-source technology would entail re-positioning the company in the minds of employees and customers. The re-positioning could lead to a more stable revenue stream and open up access to larger custo...Starting at €8.20