Ivey Business School (Canada)
-
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
-
RSM Broadcasting: The First Steps of a New Leader
Cara C. MaurerCase IVEY-9B16M198-EStrategyIn 2016, a recent business graduate entered the workforce as the manager of a radio station in a small town. His new employer, RSM Broadcasting, led the way in serving small Canadian communities and took steps to provide radio content in the most relevant way possible, but it might be time to quicken the pace. He faced a number of obstacles because the industry had been changing and internal politics made it challenging to enact any of his own id...Starting at €8.20
-
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
-
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
-
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
-
Barrick Gold: Peter Munk's Leadership and Legacy
Cara C. Maurer; Graeme KreindlerCase IVEY-9B14M047-EStrategyUnder the guidance and vision of founder Peter Munk, Barrick Gold Corporation had risen to become an industry leader and the world’s largest gold producer. The company had grown, mostly through mergers and acquisitions, from one single mine in Northern Ontario to 26 operating mines on five continents, with more than 20,000 employees worldwide. By 2013, however, weak gold prices, asset value writedowns and operational cost overruns have negatively...Starting at €8.20
-
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
-
Growth After the 2008 Financial Crisis: Hudson Bay Bank
Cara C. Maurer; Bryan SinclairCase IVEY-9B12M108-EStrategyIn early January 2009, the newly hired head of Business, Strategy & Development, Cash Equities at Hudson Bay Bank (HBB) was analyzing how his group could increase revenues after the market meltdown of 2008. His analysis specifically focused on a business segment known as high-frequency trading, in some ways a controversial revenue stream, whereby traders take advantage of split-second price differences to earn a profit. Although U.S. firms had be...Starting at €8.20
-
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
-
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