Ivey Business School (Canada)
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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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Hisense: Breaking Recurring Channel Conflict
Miao Cui; Xin Li; Heng Wu; Wanling LiCase IVEY-W26698-EMarketing, StrategyHisense Group Co. Ltd. (Hisense) was a leading manufacturing enterprise in the Chinese household appliance industry. In 2010, Hisense began to lay out its online channels. At that time, the same products had different prices in different channels, which caused fierce channel conflicts. To solve this problem, Hisense segmented online and off-line products and took a series of actions to help off-line channels improve efficiency and reduce prices. ...Starting at €8.20
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Motorcafe: Scaling Up
Somnath Chakrabarti; Sanjay Chaudhary; Prem Prakash DayalCase IVEY-9B17M171-EEntrepreneurship, StrategyManpreet Singh, chief executive officer of the Bosch multi-brand car service provider Motorcafe, wanted to scale up his business, which he established in 2010 in Mohali, India. The multi-brand car service sector promised huge market potential for Singh, but he faced some challenges: Bosch had failed to provide the expected support; the brand was being diluted by poor services offered by other service providers in neighbouring areas; competition f...Starting at €8.20
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Delhi Metro Rail Corporation (B): Doing More with Less
Somnath Chakrabarti; B. S. KiranCase IVEY-9B16A050-EMarketing, StrategySupplement for product 9B16A049.Starting at €5.74
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Forest Cabin: Building Resilience During the Pandemic
Miao Cui; Jinfang Qian; Heng Wu; Wenbo Jiang; Lili CuiCase IVEY-W27138-EInformation Technologies, StrategyShanghai Forest Cabin Biotechnology Co., Ltd. (Forest Cabin) was a skin care product manufacturer and retailer that had focused on developing offline stores. At the beginning of 2020, however, the onset of the COVID-19 pandemic stagnated offline sales activities. Half of Forest Cabin’s offline stores closed at that time, and the existing stores had few customers, slowing the offline sales business. Forest Cabin rapidly initiated live streaming sa...Starting at €8.20
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MTS India: Organic Growth, Partnership, or Exit
Somnath Chakrabarti; Shubhendu DuttaCase IVEY-9B17A021-EMarketing, StrategyIn June 2015, Mobile TeleSystems (MTS) India was considering its future in the Indian telecom market. MTS India, a global telecommunications (telecom) brand, had been operating in the country since March 2009. It had gone through difficult phases marked by India’s regulatory regime and the global economic crisis. Although the Indian telecom market had immense potential, MTS India’s success was stifled by a lack of telecom resources and in the ina...Starting at €8.20
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TP Ajmer Distribution Limited: Managing Change in a New Business Model
Shyam Sundar Choudhury; Sundeep Kumar; Somnath ChakrabartiCase IVEY-9B20C017-EEntrepreneurship, Leadership and People ManagementIn July 2017, with a proven track record in power distribution in Delhi and Mumbai, Tata Power Co Limited incorporated a new organization called TP Ajmer Distribution Limited using the distribution franchise model in Ajmer, Rajasthan, India. The new company was created in partnership with the state government company Ajmer Vidyut Vitaran Nigam Limited as a strategic partner. One year later, the management team had to overcome various challenges i...Starting at €8.20