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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Five Hole for Food: Entrepreneurial Strategy
Adam J. Mills; Jan KietzmannCase IVEY-9B13M064-EEntrepreneurship, StrategyThe founder of a non-profit organization that ran a cross-country ball hockey tournament in support of Food Banks Canada had to discuss the future of the organization with his team as it headed into its third year of operations. Foremost in his mind were questions about whether to continue Five Hole for Food as it had run for the first two years — organized exclusively on social media, managed completely by volunteers and funded by sponsorship do...Starting at €8.20
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Methanex: Developing Strategy in a Commodity Industry
Daniel Shapiro; Carolyn Egri; Michael Parent; Adam J. MillsCase IVEY-9B13M066-EStrategyMethanex, the world’s largest producer of methanol, was a $2.5 billion global company based in Canada. Top management at Methanex undertook a quarterly risk review that included a systematic review of corporate strategy and the competitive landscape in the methanol industry. The review’s primary objective was to identify organizational risks and opportunities and to develop appropriate strategic responses for both short-term profits and long-term...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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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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Lululemon Athletica's Product, Employee and Public Relations Issues
Stefanie Beninger; Simon Pek; Karen Robson; Adam J. MillsCase IVEY-9B14A039-EMarketingLululemon, a successful yoga and athletic apparel company, faced a number of controversies notably those surrounding comments made by the founder and regarding employee and public relations. Many of these controversies seem out of line with Lululemon's Manifesto, a one-page collection of sayings that guide the company's actions. These issues culminate with issues regarding one of their most popular products, resulting in a product recall in 2013....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