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Stanford Graduate School of Business (USA)
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ACCESS Health India and The Ayushman Bharat Digital Mission
Schulman, Kevin; Narayan, AdityaCase SGSB-SM359-EStrategyWhile India had made significant progress against diseases like polio and tetanus, the pandemic revealed marked differences in COVID-related illness and death among the country’s most vulnerable. Urban-rural and other societal divides added to long-time disparities in access to health care, and public resources could be overwhelmed. Could a new national health plan and digital health mission allow India to innovate on health care, with the goal...Starting at €8.20
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Gokaldas Exports (A): The Challenge of Change
Bloom, N; Van, Reenen, J; Melvin, SCase SGSB-SM213A-EStrategyGokaldas Exports was a family-owned business founded in 1979 that had grown into India’s largest apparel exporter by the mid 2000s. Its founder, Jhamandas H. Hinduja, had bequeathed control of the company to three sons, each of whom brought in his own son. By the end of 2004, Gokaldas had 43 factories with 258 production lines scattered in and around the southern India city of Bangalore. It had more than 35,000 workers, which was nearly double ...Starting at €8.20
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Overcoming Political Opposition: Compressed Natural Gas Mandates in Delhi (B)
Jha, S,Case SGSB-P79B-EEconomicsIn 1985, M.C. Mehta, a lawyer and head of his own environmental NGO, filed a public interest litigation (PIL) in the Supreme Court of India to enforce the 1981 Air (Prevention and Control of Pollution) Act in the environs of India’s National Capital Region (NCR). In 1988, World Bank experts had advised the Indian government that given the extent to which air pollution in the National Capital Region came from an increasingly large fleet of passeng...Starting at €5.74
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Overcoming Political Opposition: Compressed Natural Gas Mandates in Delhi (C)
Jha, S,Case SGSB-P79C-EEconomicsIn 1985, M.C. Mehta, a lawyer and head of his own environmental NGO, filed a public interest litigation (PIL) in the Supreme Court of India to enforce the 1981 Air (Prevention and Control of Pollution) Act in the environs of India’s National Capital Region (NCR). In 1988, World Bank experts had advised the Indian government that given the extent to which air pollution in the National Capital Region came from an increasingly large fleet of passeng...Starting at €5.74
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Boubyan Bank: Driving Digital Banking in the Middle East
Barnett, William; Siegel, Robert; AlJasem, LailaCase SGSB-SM338-EStrategyBoubyan Bank in 2009 was Kuwait’s smallest bank, with 10 branches located in commercial areas—and an increasing number of non-performing loans as the fallout from the 2008 global financial crisis continued. The case study tracks what happened following the bank’s acquisition by the National Bank of Kuwait, a conventional bank that looked to bring in an Islamic bank to service customers who needed products and services structured to adhere to prin...Starting at €8.20
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The Abraaj Group: Making of a Global Private Equity Firm
William F. Meehan, Ali GaraCase SGSB-F312-EFinanceThe case looks at how The Abraaj Group has emerged as a global private equity firm and came to define its focus and strategy in this process. While the local knowledge and relationships is considered to be critical for value creation in the private equity industry, firms often seek to expand geographically as their funds and resources increase. The case explores how a global firm like Abraaj can balance the need to focus on local networks and kno...Starting at €8.20
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India: Liberalise in the Face of Crisis?
Scheve, K; , Gaikwad, NCase SGSB-P86-EEconomicsIn June 1991, India was in the midst of a currency and balance of payments crisis the likes the country had not seen since independence in 1947. The country’s foreign exchange reserves were barely enough to finance 13 days worth of imports. In the face of the crisis, India was forced to consider external help from the International Monetary Fund (IMF), which was accompanied by market-oriented conditionalities. The prospect of IMF support was a do...Starting at €8.20
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Managing Local Political Risk: Parking the Tata Nano (A)
Jha, S, Schifrin, DCase SGSB-P78A-EEconomicsManaging Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata Motors must make about where in India to locate a manufacturing plant to build the Nano – the world’s cheapest car. The (A) case presents four possible locations, and the students must evaluate which...Starting at €8.20
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McDonald's India: Optimizing the French Fries Supply Chain
Lee H; Rammohan SCase SGSB-GS79-EService and Operations ManagementBefore opening its first store in India in 1996, McDonald’s spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries (“MacFries”) were a particularly tough product to source locally—and importing fries was undesirable for both cost and availability reasons. Growing potatoes suitable for use as fries was challenging in India. By 2007...Starting at €8.20
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Proximity Designs
Hattendorf, L; Kennedy, M; de, Clara, L; Yin, LiCase SGSB-IDE06-EInnovation and ChangeIn early 2014, Sanjay Swamy and Valerie Rozycki Wagoner, respectively chairman and CEO of ZipDial, were discussing the possibility of extending the company’s operations to Indonesia and the Philippines, two key markets in Southeast Asia. Having successfully rolled out ZipDial solutions in Bangladesh and Sri Lanka – from their primary market in India – they planned to accelerate expansion into selected markets in the region. Through its proprieta...Starting at €8.20