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Xiaomi: Selling Across the Border
Harvinder SinghCase IVEY-9B21M031-EStrategyXiaomi India Private Limited (Xiaomi India), a subsidiary of the Chinese smart phone company Xiaomi Corporation, controlled a major share in the Indian market. However, its dominance was threatened by geopolitical tensions between India and China. The two countries shared a 4,000 kilometre border and a history of dispute over the border’s actual demarcation. Tensions brewing over the international border during early 2020 precipitated an armed cl...Starting at €8.20
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Nestlé India Limited: Maggi Noodles at War with the Regulators
Harvinder Singh; Rashmi Kumar Aggarwal; Rajinder Kaur; Rita GhialCase IVEY-9B16M034-EStrategyOn May 21, 2015, food inspectors in the North Indian state of Uttar Pradesh tested Maggi instant noodles that had been manufactured by Nestlé India Limited. Their results led them to declare that the samples contained higher-than-permissible levels of monosodium glutamate and lead — substances that could, at those levels, potentially cause harm to consumers. The well-known brand accounted for 26 per cent of Nestlé India Limited’s annual revenue, ...Starting at €8.20
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Lawrence & Mayo Envisioning the Future
Harvinder Singh; Srini R. SrinivasanCase IVEY-9B15A066-EEntrepreneurship, Marketing, StrategyThe director of marketing for Lawrence & Mayo (L&M) was reviewing the company’s results for the past financial year. Far from encouraging, the results were a reflection of an addition to the company’s existing product portfolio: accessories. L&M was an established name in the field of ophthalmic and optical instruments. The prestigious brand had maintained an exclusive positioning for over 100 years. When L&M launched premium watches under its ex...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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Maruti Suzuki Limited: Industrial Relations
Rashmi Kumar Aggarwal; Harvinder Singh; Rajinder KaurCase IVEY-9B13C009-ELeadership and People ManagementIn 2011, Maruti Suzuki India Limited (MSIL), India’s largest car manufacturer, had three strikes in its new plant in Manesar, India. Although workers wanted recognition of a new union along with improved working conditions, MSIL insisted that workers be represented through the existing union that operated at a nearby plant. Tensions escalated to the point of violence and the matter caught the attention of national media, political parties, nation...Starting at €8.20
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Women's Tennis Association Comes to China - But Who (B)
W. Glenn Rowe; Sharda PrashadCase IVEY-9B10M027-EStrategyIn 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified Asia as a growth area. Subsequently, it committed to opening a regional office in Beijing but was unsure how to approach staffing the local office. The dilemma revolved around the intricacies of determining the appropriate mix of local employees and expatriates. The goal of the staffing plan was to achieve a quick, efficient and lasting p...Starting at €5.74
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Consultancy Development Organization
W. Glenn Rowe; Unnat KohliCase IVEY-9B08M034-EStrategyThe director of Consultancy Development Organization (CDO), a not-for-profit organization that helps develop the consultancy profession in India, needs to respond to CDO's poor morale and specifically to the recent incident with the deputy director of projects. The director's encounter with the deputy director was the latest in a series of frustrating experiences that he has faced since joining CDO the previous year. The director needs to decide ...Starting at €8.20
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Yama Ribbons & Bows Co., Ltd.: Where to Next
Zhiduan Xu; W. Glenn RoweCase IVEY-9B14M077-EEntrepreneurship, StrategyIn March, 2014, the founder and chairman of the board of Yama Ribbons & Bows Co., Ltd., the world's largest polyester ribbon manufacturer based in Xiamen, China, was reflecting on the awards, accolades, victories and revenue growth that he had achieved over the past 16 years. In spite of the problems that beset the Chinese ribbons industry — intense competition, rising labour and production costs and strict international regulation of imports — t...Starting at €8.20
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Women's Tennis Association in Asia - But Where (A)
W. Glenn Rowe; Sharda PrashadCase IVEY-9B10M026-EStrategyIn 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO's presentation had to include the ra...Starting at €8.20
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Leopard Capital: Private Equity in Cambodia
Meehan W; Pfleiderer P; Kennedy M, McCoy D; Melvin SCase SGSB-F279-EFinanceThis case describes the formation and operation of Leopard Capital, a “Frontier Market Private Equity Fund” from its establishment in 2007 up through the end of 2012. The case focuses on the fund’s founder, Douglas Clayton, and his history doing business in Asia and what led him to the decision to start Leopard Capital as a Cambodia- focused private equity fund, and later to expand into other frontier markets such as Mynmar, Mongolia, and Haiti....Starting at €8.20