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Phil Chan (A)
Paul W. Beamish; Jean-Louis SchaanCase IVEY-9B08M038-EStrategyThe case deals with a scam that has been run out of Nigeria since 1990. In it, foreign companies are approached for their assistance in facilitating an international transfer of funds in order to receive a very large but unearned commission. In the case, a Hong Kong-based manager who is travelling to Nigeria is unaware that he is walking into a situation where his company is about to be cheated. The objective of the case is to raise the issue of ...Starting at €8.20
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Asian Paints Ltd. International Architecture
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B07M056-EStrategyThe president of Asian Paints Ltd., India's largest paint manufacturer, was wondering how he could improve the way the company's International Business division was managing its team of 120 global managers. The company had operations throughout Asia in various locations such as China, Singapore and Thailand; throughout Africa in countries such as Oman, Egypt and Mauritius; and in the Americas in Jamaica. The team of global management was critical...Starting at €8.20
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Nalli Silk Sarees (A)
Narayanan, V.G.; Arora, Namrata; Muthuram, VidhyaCase HBS-113004-EFinanceNalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year old company had enjoyed impressive growth with a $95 million turnover, a 22 store retail footprint, and had outdone its competitors by being the only player in its segment to have a national presence. Headquartered in Chennai, India, the company built its unique national brand by emphasizing innovation, customer centric practi...Starting at €8.20
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India's Amul: Keeping up with the Times, Teaching Note
Deshpande, Rohit; Khanna, Tarun; Arora, NamrataTeaching Note HBS-517105-EMarketingTeaching note for case 516116.Starting at €0.00
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Roshan: Beyond Pioneering Success in Afghanistan
Chu, Michael; Arora, NamrataCase HBS-316030-EStarting at €8.20
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Tata Motors in Singur: Public Purpose and Private Property (B)
Iyer, Lakshmi; Alfaro, Laura; Arora, NamrataCase HBS-709029-EEconomicsIn October 2008, Tata Motors canceled their car manufacturing plant in West Bengal state, in the face of widespread farmer protests over land acquisition issues. This meant abandoning a project in which the company had invested $300 million and delaying the launch of the Nano, the world's cheapest car. What strategy could Tata have pursued to avoid this outcome? Would similar problems arise in Gujarat state, where the project had been relocated?Starting at €5.74
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Floward
Palepu, Krishna G.; Arora, NamrataCase HBS-124010-EStrategyIn 2022, Abdulaziz B. Al Loughani, CEO and co-founder of Floward, an online flower and gifting company established in Kuwait in 2017, contemplated the firm's growth trajectory. Floward, an e-commerce enterprise that offered fresh-cut flowers sourced directly from global growers and had control over the entire delivery chain, had expanded its footprint to 32 cities across nine MENA countries and had ventured into the UK. Witnessing a remarkable CA...Starting at €8.20
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Excel Entertainment
Khaire, Mukti; Arora, NamrataCase HBS-813169-EEntrepreneurshipStarting at €8.20
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Kassatly Chtaura: Time to Expand Abroad
Jean-Louis Schaan; Ramzi FathallahCase IVEY-9B15M104-EEntrepreneurship, StrategyIn April 2013, Kassatly Chtaura, a family-owned producer of both alcoholic and non-alcoholic beverages headquartered in Chtaura, Lebanon, faces a dilemma. It is doing very well in terms of revenues and market share and has succeeded in building a strong cash flow. However, the past year’s figures show little growth, and the family is concerned that sales of its syrups, juices, ready-to-drink beverages and wines have reached a plateau. Should the ...Starting at €8.20
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Phil Chan (B)
Paul W. Beamish; Jean-Louis SchaanCase IVEY-9B08M039-EStrategyEn route to Nigeria the decision maker learns that he is walking into a scam and must decide whether to show up for the scheduled meetings or to return home immediately. The case illustrates ways of being drawn into unethical situations, and the severe implications for both the individual and organization if they do participate. This (B) case can be distributed part way through the class (with undergraduates) or at the same time as the (A) case(9...Starting at €5.74