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Oral Insulin: Breakthrough Innovation at Biocon
Nita Sachan; Prasad Kaipa; Anand Nandkumar; Charles DhanarajCase IVEY-9B11M065-EEntrepreneurship, Service and Operations Management, StrategyThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug throug...Starting at €8.20
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Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCase IVEY-9B13M023-ELeadership and People Management, StrategyCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Starting at €8.20
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Mahindra Rise: A Brand Architecture Decision
Ashita Aggarwal; Sulakshana "Lulu" RaghavanCase IVEY-9B14A077-EMarketing, StrategyIn 2009, the Mahindra Group, a US$16.3 billion multinational corporation based in Mumbai, India, had introduced a new positioning called “Rise” to provide meaning to its brand and help unite its various businesses under a common umbrella. Successful integration and implementation of the new positioning required the company to re-examine its brand architecture, which was currently a complex, inside?out arrangement that resulted in a diffused image...Starting at €8.20
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Seijing Motor Corporation: Reposition or Extend the Pickup Brand
Ashita Aggarwal; Shriram Iyer; Projesh KarCase IVEY-9B18A012-EMarketingIn early 2016, the country head for Seijing Motor Corporation (SMC) in India was worried about stagnant sales of the company’s Supreme pickup brand. The Supreme brand had gained only a single-digit market share over the past year, and SMC’s share of the growing large pickup market had steadily fallen, from 40 per cent in 2005 to 10 per cent in 2015. SMC’s Supreme brand was competing with the market leader in the pickup segment. The pickup needed ...Starting at €8.20
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Evoe Spring Spa: A Positioning Dilemma
Ashita Aggarwal; Renuka Kamath; Sunil RaoCase IVEY-9B13A051-EEntrepreneurship, Marketing, StrategyThe co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-fou...Starting at €8.20
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Nokia India: Battery Recall Logistics
Charles Dhanaraj; Narendar Sumukadas; P. Fraser Johnson; Monali MalvankarCase IVEY-9B11D003-EEntrepreneurship, Service and Operations Management, StrategyThis case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery resulted in panic in customers after the Indian media widely publicized the potential dange...Starting at €8.20
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Bayer CropScience in India (B): Value-Driven Strategy
Charles Dhanaraj; Oana Branzei; Satyajeet SubramanianCase IVEY-9B10M062-ELeadership and People Management, Marketing, StrategyThis supplement to Bayer CropScience in India (A): Against Child Labor focuses on Bayer’s formulation of a value-driven strategy with three pillars: communication, implementation, and education.Starting at €5.74
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John Keells Hotels in Sri Lanka: Building Brand Architecture
Ashita Aggarwal; Sulakshana "Lulu" Raghavan; Ruchi GunewardeneCase IVEY-9B19A028-EMarketing, StrategyIn the summer of 2012, the president of the leisure sector of John Keells Hotels needed to discuss marketing strategies with his senior management team. The company was a well-known brand that operated Cinnamon Hotels and Resorts and Chaaya Hotels and ResStarting at €8.20
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Embrace (B): Opportunity Assessment
Mridula Anand; Anand Nandkumar; Charles DhanarajCase IVEY-9B13M005-EEntrepreneurship, StrategyAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part B of a four-part series, which also includes 9B13M004, 9B13M006 and 9B13M007.Starting at €5.74
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Embrace (C): Competing with Incumbents
Mridula Anand; Anand Nandkumar; Charles DhanarajCase IVEY-9B13M006-EEntrepreneurship, StrategyAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part C of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M007.Starting at €5.74