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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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Jumbo vs. Líder. La Batalla por el Mercado Chileno
Martínez, J.Case ESE-DC-C-ES-05-004MarketingEn la primavera de 2004, el mercado chileno del retail parecía no tener descanso. Las noticias de trascendentales cambios propiciados por grandes actores se sucedían unas a otras sin tregua. A vuelta de Fiestas Patrias, Almacenes París “levantaba” a Pablo Turner de la Gerencia General de Falabella. El último día de agosto, Cencosud anunció la compra de la cadena Montecarlo con 14 locales y dos en construcción, y un 2,7% de participación de mercad...Starting at €8.20
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Quatro (A): Lanzamiento en Chile
Martínez, J.Case ESE-DC-C-ES-05-005AMarketingA principios de 1996, Coca Cola buscaba una nueva bebida para lanzar en Chile con el objetivo de generar un volumen incremental rentable a costa de algunos productos de la competencia. Habían escogido a Quatro, una bebida diferente con sabor a pomelo, que había tenido éxito en Argentina y Colombia. Se preguntaban si el lanzamiento que habían preparado para Chile podía alcanzar resultados similares.Starting at €8.20
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CMPC Celulosa S.A.
Martínez, J., Barchiesi, F., Campos, I., Eitner, E., Yuraszeck, F.Case ESE-DC-C-ES-07-014MarketingEn una fría mañana de agosto de 1997, Luis Llanos, Gerente de Estudios de CMPC Celulosa S.A., conducía su automóvil por las congestionadas avenidas que llevan al Centro Cívico de Santiago, donde se ubica el edificio corporativo del holding forestal más grande y tradicional de Chile. No podía dejar de reflexionar sobre las implicancias que la recomendación que debía hacer en las próximas horas al Directorio de la Matriz, tendría en la estrategia d...Starting at €8.20
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Zydus Wellness: Nutralite’s Marketing Twist
Falguni Vasavada-Oza; Smita Pranav Kothari; Sudiksha PatilCase IVEY-9B19A009-EMarketingZydus Wellness Ltd. (Zydus), based in Ahmedabad, India, operated in the consumer goods sector, offering health and hygiene products and brands such as Sugar Free, Everyuth, Actilife, and Nutralite. Zydus promoted its Nutralite margarine brand mainly through television advertising. Its other communication strategies included digital marketing efforts and on-ground activities. Entering a market that was primarily dominated by Amul butter, Nutralite...Starting at €8.20
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Indraprastha Gas Limited: Overcoming the Odd-Even Challenge
Amandeep Singh Narang; Vivek Pani Gumparthi; Somnath ChakrabartiCase IVEY-9B19A020-EMarketing, StrategyIn late 2015, the government of Delhi, India, took a radical step to curb traffic congestion and pollution, by restricting the use of private automobile vehicles in Delhi’s National Capital Region. Drivers of vehicles whose licence plate numbers ended in odd numbers would be able to drive only on odd-numbered days, and drivers of vehicles whose licence plate numbers ended in even numbers would be able to drive only on even-numbered days. All rest...Starting at €8.20
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Zenatix: Discovering Market Fit
Puran Singh; Harleen KaurCase IVEY-9B19A019-EEntrepreneurship, MarketingIn 2013, three friends from college came together to found Zenatix, an Indian energy data analytics company. Based on Internet-of-things technology, the team built WattMan, a hardware-based product that could monitor the usage and performance of electrical assets such as air conditioners and refrigerators. It saved energy costs by suggesting corrective action. Zenatix faced challenges in identifying the right target market for WattMan and matchin...Starting at €8.20
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Zerodha: Sustaining a Leadership Position in India
Vipul Kumar Singh; Sandeep PuriCase IVEY-9B19A048-EEntrepreneurship, Marketing, StrategyIn January 2019, the low-cost brokerage house Zerodha emerged as India’s largest broker by number of customers. From 2014 to 2018, Zerodha's client addition had grown by 200–300 per cent annually; however, the company now needed a strategy to maintain andStarting at €8.20
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Farm Electronics: The Business-to-Business Marketing Dilemma
Aditya BilloreCase IVEY-9B20A005-EEntrepreneurship, Marketing, StrategyIn January 2019, the sole proprietor and the general manager of Farm Electronics met to discuss critical options for the possible growth path of their company. Farm Electronics was a 42-year-old, small-scale electrical and electronic industrial equipment manufacturer based in Indore, India. The company’s product portfolio consisted of various transformers, relay coils, power supplies, and direct-current motors, which were designed according to it...Starting at €8.20
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Ashby Pharmaceuticals
Muñoz-Cobo, Diego; Villanueva, JulianCase M-1208-EMarketingJames Conica had just been appointed new sales director of the company Ashby Pharmaceuticals, which sold pharmaceutical products. His task was to substantially improve the performance of the sales force, which according to company director Ian Thompson, had ample scope for improvement.Starting at €8.20