Ivey Business School (Canada)
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Vazirani Shul: India's First Electric Hypercar
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B19A033-EEntrepreneurship, Marketing, StrategyVazirani Automotive Pvt. Ltd. debuted its first electric hypercar, the Vazirani Shul, in July 2018 at the Goodwood Festival of Speed in West Sussex, England. The Shul was promoted as the first electric hypercar from India; however, although the company waStarting at €8.20
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BigBasket.com
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B15M010-EStrategyIn India, customers were used to the idea of buying groceries in stores. BigBasket.com, India’s first online grocery retailer, was set to break this mindset. Customers were signing up at an aggressive rate based on word-of-mouth. With a commitment to provide a top-quality product assortment at competitive prices, BigBasket successfully provided last-mile delivery to customers across Bangalore, Hyderabad and Mumbai. While traditional brick and mor...Starting at €8.20
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The Tata Nano: What Went Wrong
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B15A053-EMarketing, StrategyIn 2009, the Tata Nano entered the Guinness Book of World Records as the lowest priced car in the world. It was predicted that with the Nano, the Indian car market would expand by 65 per cent. But despite the car’s initial popularity, the final demand for it was low. By 2012, the Nano plant was operating at only 25 per cent of its capacity, and by 2014, Nano production was limited to only three days per week. After introducing the Nano Twist and ...Starting at €8.20
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Indigo Airlines
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B13M033-EStrategyThe case focuses on the profitability of the Indian aviation industry and explains how Indigo Airlines, a new entrant in the Indian aviation space, registered profits within three years of its inception while its competitors continued to struggle with losses. The case demonstrates how a firm incorporating innovative business practices can not only survive but also earn abnormal profits. The strategies adopted by Indigo Airlines to reduce its oper...Starting at €8.20
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India Post
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B13M119-EStrategyThe advent of the world wide web and the entry of private players in India’s post-liberalization era resulted in India Post losing a substantial volume of its business to e-mails, faxes, short-message services and private-courier-service providers. Additionally, government policies regarding India Post had long remained unchanged. As a consequence, India Post was caught up in a vicious cycle of decreasing mail traffic, low levels of technology in...Starting at €8.20
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OmniFoods: Plant-Based Pork from Hong Kong to the Rest of China
Pong Yuen Howard Lam; Hugh Thomas; Hang Yee Rosette Leung; Hanni JieCase IVEY-W27829-EKnowledge and Communication, MarketingGreen Monday Group (GMG) was founded in 2012 with a mission to “construct a multi-faceted global ecosystem of future food that combats climate change, food insecurity, public health crisis, planetary devastation, and animal suffering.” In 2020, GMG partnered with McDonald’s in Hong Kong and launched six dishes featuring OmniPork Luncheon Meat, a plant-based meat substitute that GMG had developed. In February 2021, the chief executive officer and ...Starting at €8.20
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ICICI Bank: Restoring Faith in Corporate Governance
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B19M065-EStrategyIn March 2016, the chief executive officer (CEO) of ICICI Bank Ltd. (ICICI), one of the largest private sector banks in India, was accused of non-disclosure and exploitation of conflict of interest by an investor. The CEO, who had successfully led the banStarting at €8.20
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The Punjab National Bank: The Modi Fraud—System Failure or People Failure
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B19M016-EStrategyIn February 2018, Punjab National Bank (PNB) in India reported a US$1.8-billion fraud related to the illegal issuance of letters of undertaking. The fraud was engineered by one of the leading diamond jewellers of India, Nirav Modi; his uncle, Mehul Choksi; and employees of PNB’s Brady House branch in Mumbai. Indian investigative agencies found that the previous top management of PNB along with other employees had also been involved in or had prio...Starting at €8.20
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Noora Health: An Innovative Human-Centred Health Care Design
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B20M089-EEntrepreneurship, StrategyNoora Health, an India-based non-profit, through its Care Compassion Program (CCP), which was based on human-centred design principles, aimed to reduce readmission rates and complications after patients were discharged from the hospital. While implementinStarting at €8.20
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Indus OS: Revolution Through Incremental Innovation
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B17M074-EEntrepreneurship, StrategyFounded in May 2008 in India, Indus OS (previously known as Firstouch) understood the latent language needs of 90 per cent of Indian consumers, a need that prevented users from switching from their basic-feature phones to smartphones. Through incremental innovation of the open Android system, Indus OS launched the world’s first smartphone operating system that had the ability to function in 12 of India’s regional languages. Through strategic part...Starting at €8.20