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Jugnoo's Journey: Disrupting Traditional Markets Through Technology
Khushbu Mahajan; Neera JainCase IVEY-9B18M157-EEntrepreneurship, StrategyJugnoo started its journey in 2014 as an autorickshaw aggregator providing ride-hailing services in India. Since then, the brand had grown and expanded to include hyperlocal services and business solutions. By May 2018, Jugnoo had five services under its umbrella that were offered primarily through applications and covered both business-to-consumer and business-to-business markets. Jugnoo found itself in a very different market space from where i...Starting at €8.20
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BlewMinds: Leveraging Influencer Communication Strategies
Puja Agarwal; Neera JainCase IVEY-W25336-EKnowledge and CommunicationIn 2016, BlewMinds Consulting LLP was launched as a storytelling consulting start-up with the vision of touching and transforming five billion lives by 2030. One of the two co-founders was already well-known on the LinkedIn social network platform, with more than 600,000 followers. He was also recognized as one of the 25 Top Voices in India by LinkedIn for 2019. The company transformed 725,000 lives directly and 200 million readers indirectly thr...Starting at €8.20
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TerraPower
Sahlman, William A.; Nanda, Ramana; Lassiter, Joseph B.; McQuade, JamesCase HBS-813108-EEntrepreneurshipJohn Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. ...Starting at €8.20
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Carbon Engineering
Lassiter, Joseph B.; Misra, SidCase HBS-814040-EEntrepreneurshipDr. David Keith, President of Carbon Engineering, a company based in Calgary, Alberta, is commercializing a technology to capture carbon dioxide (CO2) from the atmosphere. The company plans to market the captured CO2 to produce low carbon transportation fuels in markets such as California where regulation, derived from a state law designed to manage climate change, restricts the maximum carbon intensity of transportation fuel.Starting at €8.20
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Husk Power: Scaling the Venture
Roth, Benjamin N.; Lassiter, Joseph B.; Rigol, NataliaCase HBS-819069-EEntrepreneurshipIn January 2018, Husk Power had just raised $20 million to scale operations for a second time. From 2007 through 2013, Husk built 80 biomass waste (primarily rice husk from rice mills) plants that provided electricity to 250,000 villagers and shop owners spread across 350 villages in India and Africa.
By 2015, Husk underwent a major pivot. Rather than a rural electrification vision aimed at providing power to rural households through biomass...Starting at €8.20
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Gemini Edibles and Fats India: In Pursuit of Growth
Ira Acharya; Neera JainCase IVEY-9B18M006-EEntrepreneurship, Leadership and People Management, Marketing, StrategyIn 2017, Gemini Edibles and Fats India Private Limited (GEF India), a Hyderabad-based company, was in the business of trading, manufacturing, and marketing edible oils and fats. In the eight years since it was founded, GEF India had become the top-selling edible oil company across South India with a 40 per cent market share. The company wanted to double its current revenues by 2021, which would place it in competition with national producers. Con...Starting at €8.20
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Husk Power
Lassiter, Joseph B.; Misra, SidCase HBS-815023-EEntrepreneurshipIn late 2013, Husk Power Systems found itself falling further and further behind plan. The founding CEO had decided to resign. His co-founder is faced with the decision of quitting his corporate job in the US to head to India and help form a new management team. Husk is an Indian startup founded in 2007 with the goal of global rural electrification. The company has decided to pivot from operating biomass gasification plants towards developing sol...Starting at €8.20
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Indian Overseas Bank: Triggering Change
Shoma Mukherji; Neera JainCase IVEY-9B14C061-ELeadership and People Management, StrategySeveral experts had drawn attention to a peculiar problem existing in public-sector banks in India. There seemed to be two distinct generations: experienced employees who would be superannuated in the next four to five years; and newer employees who had come on board in the last four to five years. Though these young employees were academically sound, they lacked competence acquired through experience and thus were hesitant in taking on responsib...Starting at €8.20