Default Category
-
Aravind Eye Care System (Spanish)
Janeiro Dias, A.; Viassa Monteiro, EugénioCase AESE-DG-A-503-ESEn 1976, el médico cirujano oftalmólogo Dr. G. Venkataswami (Dr. V.) cuando se jubiló, con 58 años de edad, de Profesor de Oftalmología en la Universidad de Madurai (sur de India), creó una pequeña clínica con 11 camas, invitando a su hermana y marido (también médicos cirujanos oftalmólogos) a unirse a la nueva aventura. La clínica tuvo éxito y luego en el año siguiente instalaron otra con 30 plazas, para personas pobres que no podían pagar. Poc...Starting at €8.20
-
Infosys Technologies: Powered by Intellect, Driven by Values
Mitchell, Jordan; Velamuri, RamaCase E-81-EBusiness Ethics and Corporate Social Responsibility, EntrepreneurshipThis case documents the evolution of Infosys Technologies from its humble beginnings in 1981 to its position in 2004 as one of the most admired companies in India, with revenues exceeding US$ 1 billion, profits of US$ 270 million (CAGR in revenues and profits of approximately 60% over the past 10 years), and a workforce of more than 25,000 employees. The case focuses on the values of the founders, and the extent to which these values have allowed...Starting at €8.20
-
Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
-
Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
-
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
-
Hella India Lighting Limited: Transforming Human Resources
Akhil Pratap Singh; Raghav GargCase IVEY-9B19C016-ELeadership and People Management, StrategyStriving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company’s German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the nati...Starting at €8.20
-
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
-
Striders: Running Toward or Away from Growth
Gayathri Sampath; Akarsh MahendraCase IVEY-9B19M045-EEntrepreneurship, StrategyThe founders of Strider Miles (Striders), a running club headquartered in Mumbai, India, faced a dilemma. Over 14 years, they had built a business based on their love for sport and their own entrepreneurial inclination. The growth of Striders was an outcome of both a growing interest in running for fitness as well as the promoters’ efforts. The founders had, thus far, made minimal investments in fixed assets and marketing and promotion. Going for...Starting at €8.20
-
Unicommerce eSolutions: The Exit Decision
Nilesh Gupta; Shantam ShuklaCase IVEY-9B19M039-EEntrepreneurship, StrategyOn a late evening in December 2014, three co-founders of Unicommerce eSolutions Pvt. Ltd. (Unicommerce) assembled for a meeting. A couple of months earlier, Unicommerce, an India-based software-as-a-service solution provider for order- and warehouse-management activities in the e-commerce industry, had received an offer of US$10 million in series-B funding from Tiger Global Management to fund their business growth. The offer seemed fair, and the ...Starting at €8.20
-
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