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Doodlage: Toward a Sustainable Future
Swati Singh; Kartikeya SinghCase IVEY-W27322-EEntrepreneurship, MarketingDoodlage Retail LLP (Doodlage), a sustainable fashion brand based in India, was based on an idea that had come to the co-founder while she was interning with export houses. There, she witnessed large-scale discarding of fabric waste, which found its way to landfills and became a major source of pollution. Doodlage utilized the practices of circularity—repairing, reusing, refurbishing, and recycling—to transform industrial waste into women’s appar...Starting at €8.20
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Exotic Expeditions Tanzania Ltd.: Competing in Highly Saturated Markets
Nicole R.D. Haggerty; Serena Virani; Caroline Wu; Victoria Stopar; Fatima HaqCase IVEY-9B20A006-EEntrepreneurship, Marketing, StrategyBased in Mwanza, Tanzania, family-owned and operated Exotic Expeditions Tanzania Ltd. was a leading tour operator in East Africa. The company was purchased in December 2014 and experienced considerable success the following year. The owners felt that there was an opportunity for growth within the company and believed that the best way to realize this growth was to improve their marketing efforts and service offerings. The family wanted to remain ...Starting at €8.20
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Telefonica Czech Republic: The FREE Revolution (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306-EInnovation and Change, Marketing, StrategyThe case describes the concerns facing an executive of the Moreno group of companies who is not a member of the owning family when a strategic plan he has presented to the owners is rejected. It also illustrates the role played by the owning family in the governance structure of a family firm.Starting at €8.20
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Telefónica Chequia: la revolución Free (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307Innovation and Change, Marketing, StrategyEn la parte B del caso se explica qué sucedió ocho semanas después del lanzamiento de los nuevos planes tarifarios Free: la decisión de Luis Malvido, presidente ejecutivo de Telefónica Chequia; la reacción de la competencia; la evolución del mercado y los consumidores; o las nuevas informaciones sobre la subasta, entre otras. También se exponen los primeros resultados que obtuvo Telefónica.Starting at €5.74
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Telefonica Czech Republic: The Free Revolution (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307-EInnovation and Change, Marketing, StrategyPart B of the case describes what happened eight weeks after the launch of the new Free pricing plans: the decision made by Luis Malvido, CEO of Telefónica Czech Republic; the competition's reaction; the evolution of the market and consumers; new information on the auction, etc. It also presents Telefónica's initial results.Starting at €5.74
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BRAC: Shasthya Shebikas’ Role in Delivering Health Care Service to Rural Markets
Sanal Kumar Velayudhan; Sayeda Shabukta Malik; Kaosar AfsanaCase IVEY-9B17A065-EMarketing, StrategyBRAC was the largest non-governmental organization in the world, reaching out to 138 million people. It made a significant contribution to reducing poverty in Bangladesh by employing more than 117,000 community workers (Shasthya Shebikas) to improve the health and nutrition of the rural poor. The manager of BRAC's Health, Nutrition and Population program was faced with two significant challenges. First, she had to find a way to encourage more peo...Starting at €8.20
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Rana Plaza: Workplace Safety in Bangladesh (A) and (B), Teaching Note
Quelch, John A.; Rodriguez, MargaretTeaching Note HBS-514062-EMarketingTeaching Note for 514034 and 514035.Starting at €0.00
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Telefónica Chequia: la revolución FREE (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306Innovation and Change, Marketing, StrategyLuis Malvido, presidente ejecutivo de Telefónica Chequia, debía tomar una decisión trascendental para el futuro de la compañía. Varios años marcados por una rivalidad competitiva habían supuesto un impacto negativo en la rentabilidad de los operadores y el regulador estaba dispuesto a abrir el mercado a un nuevo competidor nacional a través de la subasta de una nueva licencia. Para ello, la empresa había preparado, en el más absoluto secreto, un ...Starting at €8.20
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Walton: Building a Global Brand Through Internationalization
Mohammad B. Rana; Mohammad Tarikul Islam; Nikhilesh DholakiaCase IVEY-9B16A001-EEntrepreneurship, Marketing, StrategyBy 2014, the Walton Group, an electrical goods manufacturer based in Bangladesh, sold its products in over 20 different countries. A decision to utilize the advantages of low labour costs in the company’s home country was made in the early 2000s, which led to an increase in value and permitted rapid international expansion. To achieve Walton’s mission of “Walton at every home,” the company established various specialized support units both inside...Starting at €8.20
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Gold Crest Hotel: Filling Room Vacancies
Nicole R.D. Haggerty; Mackenzie Schmidt; Matt Bradley; Glen Thomson-Bullock; John Paul BelmonteCase IVEY-9B18A028-EMarketing, StrategyIn 2015, the general manager of the Gold Crest Hotel (Gold Crest) in Mwanza, Tanzania, had only three days to present a compelling marketing strategy for the hotel at the executive board meeting. Though the hotel had recently experienced revenue growth from its conference room bookings, management wanted to increase average yearly hotel occupancy. A new marketing strategy had to include a target consumer segment, a marketing plan, and options tha...Starting at €8.20