Default Category
-
Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCase IVEY-9B11C037-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Starting at €8.20
-
Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCase IVEY-9B14M145-EEntrepreneurship, StrategyIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Starting at €8.20
-
Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCase IVEY-9B11M075-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Starting at €8.20
-
Educomp: Shaping Education in the New Millennium
Amita Mital; Sanjay Dhir; Sonjoy MohantyCase IVEY-9B13M073-EStrategyEducomp Solutions Ltd. was established in 1994 with the aim of providing for a customer’s entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acqu...Starting at €8.20
-
Dilli Haat: Reviving Lost Glory
Amita Mital; Shrey VigCase IVEY-9B17M100-EStrategyDilli Haat started in 1994 with the objective of providing infrastructure to craftspeople from across India to sell their traditional crafts in an urban marketplace and prevent their exploitation by intermediaries. The marketplace, set up in the heart of Delhi, the capital of India, was a one-stop shop for visitors seeking authentic India handicrafts and handloomed products. Dilli Haat provided a unique shopping experience in a well-laid-out area...Starting at €8.20
-
Charagh Din: Dressing the Elite
Amita Mital; Vijayalakshmi NatarajanCase IVEY-9B18M038-EStrategyCharagh Din sold premium men's shirts in Mumbai, India, to elite customers. It had been in business for three generations, dating back to 1949, and had evolved from a small tailoring shop to a multi-storied showroom. The brand was recognized for its unique designs and outstanding customer service. However, unlike its competitors, Charagh Din did not have in-house manufacturing. The business model worked well when India was a regulated economy, bu...Starting at €8.20
-
India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCase IVEY-9B11M084-EEntrepreneurship, StrategyThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Starting at €8.20
-
Havells India: The Sylvania Acquisition Decision
Charles Dhanaraj; Kavil Ramachandran; Swetha DasariCase IVEY-9B09M089-EEntrepreneurship, StrategyThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides...Starting at €8.20
-
Professionalization of Ujwal Bharati
Kavil RamachandranCase IVEY-9B10M036-EEntrepreneurship, StrategyThe case considers the dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business in India. Among other issues related to corporate and family governance, he has to decide whether to retain his non-family CEO or not.This case was written in the context of the major efforts made by mid-size Indian family businesses in recent years to professionalize their operations. While the director appreciate...Starting at €8.20
-
Child Rights and You: From Tears to Smiles
Amita Mital; Arpita Das; Mayur GargCase IVEY-W33332-EStrategyChild Rights and You (CRY) was a non-governmental organization (NGO) started in 1979 in India. The organization experienced pan-Indian growth and later expanded to international locations. While CRY was partnering with state governments to increase its impact and reach, the global environment was shifting toward sustainable development. At the same time, the Indian government statutorily mandated companies with a specific turnover or net worth to...Starting at €8.20