This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Default Category
-
Sheng Siong Supermarket: Building and Sustaining Competitive Advantage
Yi Rong Loh; Ye Jun Lee; Marleen DielemanCase IVEY-9B14M108-EEntrepreneurship, StrategySheng Siong was the third-largest supermarket chain in Singapore. Its chief executive officer co-founded it with his two brothers in 1985. Sheng Siong’s business model was well suited to cater to the price-sensitive and more traditional customer segment in Singapore, with a dominant presence in suburban areas called “heartlands.” It also had a unique corporate philosophy, which was influenced by the personal values of its founding family. However...Starting at €8.20
-
Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Marleen Dieleman; Shawkat KamalCase IVEY-9B09M049-EStrategyBy 2008, Rodamas Group, owned by the ethnic Chinese Tan family, was one of the top-20 business groups in Indonesia. The company started as a trading firm in 1951 and, over time, became a joint venture partner in manufacturing businesses with a range of mainly Japanese partners. In the 1980s, the company transferred to the second generation leader. The businesses included glass manufacturing (with Asahi), personal care products (with Kao), packagi...Starting at €8.20
-
Multistrada Agro International: Non-Market Strategy in Indonesia
Marleen DielemanCase IVEY-9B17M007-EEntrepreneurship, StrategyIn 2016, a personal threat was made against the managing director of Multistrada Agro International, an Indonesian industrial forestry firm. The permits for the firm’s new rubber plantation overlapped with an existing palm oil plantation and the activities of local villagers, and also drew concern from outsiders who claimed to have rights over the land or wished to protect the environment. In sum, the venture altered the delicate balance of confl...Starting at €8.20
-
The IOI Group: Creating a Malaysian Palm Oil Multinational
Marleen Dieleman; Megha MittalCase IVEY-9B10M068-EStrategyThe case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group's main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, ...Starting at €8.20
-
IOI’s Global Challenge: Moving Up The Palm Oil Value Chain
Marleen DielemanCase IVEY-9B18M028-EStrategyMalaysian palm oil company IOI Corporation Berhad (IOI) developed from a plantation company in Malaysia to become a vertically integrated manufacturing company with a range of higher value manufacturing businesses across Asia, Europe, and the United States. The rapid expansion into what the chief executive officer (CEO) called a “mini-multinational” placed greater demands on IOI and its leadership. The CEO had struggled to simultaneously achieve ...Starting at €8.20
-
Ciputra Group: Shaping the City in Asia
Marleen DielemanCase IVEY-9B09M084-EEntrepreneurship, StrategyThe Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra's guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along...Starting at €8.20
-
Filling Institutional Voids in Indonesia: Jababeka's Foray into Infrastructure
Marleen DielemanCase IVEY-9B12M073-EStrategyLed by CEO S.D. Darmono, Jababeka was a publicly listed real estate firm in Indonesia specializing in industrial estates. Due to infrastructure and logistics bottlenecks in Indonesia, the company had moved into various infrastructure projects, including a power plant and a port. Even though the company had identified substantial business opportunities in the form of a captive market of industrial estate tenants, both projects suffered from delays...Starting at €8.20
-
Tunaiku: An Innovative Indonesian Fintech Navigates Regulatory Ambiguity
Marleen Dieleman; Ishtiaq P. MahmoodCase IVEY-9B20M036-EEntrepreneurship, StrategyIn late 2018, the chief executive officer and founder of Tunaiku, a new digital consumer-lending financial technology (fintech) company in Indonesia, faced a dilemma. Although he had set out in 2014 to revolutionize Indonesia's consumer lending by providing people in the underserved lower segment of society with small unsecured loans, he now faced his most crucial challenge—dealing with Indonesia’s changing regulatory environment. When he had lau...Starting at €8.20
-
BTPN: A Traditional Bank that became a Digital Indonesian Jenius
Marleen Dieleman; Ishtiaq P MahmoodCase IVEY-9B21M009-EStrategyIn 2020, the Indonesian bank PT Bank Tabungan Pensiunan Nasional Tbk (BTPN) had to make a decision regarding a digital transformation strategy for its future. BTPN had started as a small bank that focused on pensioners, but became known for its innovation after a private equity partner bought a stake in 2008. Initially innovating successfully in microfinance, BTPN decided to go digital by creating an in-house start-up in 2015 called Jenius, there...Starting at €8.20
-
Balancing Stakeholder Interests at the Indonesian Railways
Marleen DielemanCase IVEY-9B13M041-EStrategyThe chief executive responsible for the Indonesian railways, a state-owned enterprise, is under pressure to show profits, but he also needs to balance widely diverging stakeholder expectations that include inexpensive transportation and excellent customer service. The government subsidizes the railway’s passenger travel segment and has capped its fare prices, which has turned the railway’s mainstay into a loss-making business. The chief executive...Starting at €8.20