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Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCase IVEY-9B13M023-ELeadership and People Management, StrategyCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Starting at €8.20
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Covalent: Term Loan for Expansion and Modernization
Maram Srikanth; Palanisamy SaravananCase IVEY-9B15N009-EEntrepreneurship, Finance, StrategyCovalent Laboratories Private Ltd. is involved in the manufacture of active pharmaceutical ingredients and bulk drugs in Hyderabad, India. In March 2012, the company added a new manufacturing plant and was in the process of obtaining regulatory approvals for its products from the U.S. Food and Drug Administration and the European Directorate of Quality of Medicines. Anticipating good growth, the company approached the Commercial Development Bank ...Starting at €8.20
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Natco Pharma: Manufacturing Affordable Medicines
Maram Srikanth; Palanisamy Saravanan; Gunta SrinivasCase IVEY-9B18N024-EEntrepreneurship, Finance, StrategyIn 2015, the chief executive officer of Natco Pharma Limited, a commercial manufacturer of pharmaceutical drugs in India, needed to raise funds either through debt or equity to meet the company's capital expenditure and working capital requirements of ₹3.Starting at €8.20
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Apigee: People Management Practices and the Challenge of Growth
Ranjeet Nambudiri; S. Ramnarayan; Catherine XavierCase IVEY-9B17C022-ELeadership and People ManagementIn late 2015, Apigee, a fast-growing technology firm, faced competitive pressures. It needed to scale up rapidly, which included hiring additional staff. At the regional office in India, some members of the senior leadership team wondered whether the company would need to modify its human resources practices. The firm had been operating in a unique organizational culture that encouraged employees’ openness and freedom, in keeping with its core va...Starting at €8.20
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Project Vishwamitra at T.P. Engineering Corporation
S. Ramnarayan; Rekha K.N.; Neha GuptaCase IVEY-9B11C041-ELeadership and People Management, StrategyThe case describes the introduction of a human resources (HR) system named Project Vishwamitra (PV) in 2000 in a large, public-sector manufacturing organization, T.P. Engineering Corporation (TPEC). PV was introduced with considerable leadership support and visibility. It was intended to provide every engineer trainee at TPEC a friend and guide to ease their entry and socialization into the organization. The senior managers assigned to guide the ...Starting at €8.20
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Nava Bharat: Energy Solutions for India
Maram Srikanth; Palanisamy SaravananCase IVEY-9B17N017-EEntrepreneurship, Finance, StrategyOn June 30, 2009, Nava Bharat Energy India Limited (NBEIL) proposed the setup of two coal-fired power projects: one in Paloncha, Khammam District, and another in Dharmavaram, East Godavari District, Andhra Pradesh. The sites of these projects were located adjacent to the existing power plants of Nava Bharat Ventures Limited, parent company of NBEIL, a renowned industrial group based in South India.NBEIL approached the president of a bank to arran...Starting at €8.20
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Singareni Collieries: From Gloom to Glory
S. Ramnarayan; Neha GuptaCase IVEY-9B11C043-ELeadership and People Management, StrategyThe case narrates how A.P.V.N. Sarma, chairman and managing director of Singareni Collieries Company (SCCL) since 1997, realized the need for change to rescue the company from impending bankruptcy. SCCL, a supplier of coal to the power and energy sectors, had been declared bankrupt by the Board for Industrial and Financial Reconstruction twice, in 1992 and 1996, and had accumulated losses of 12.19 billion rupees. As it provided direct and indirec...Starting at €8.20
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Sathavahana: Strategies for Financial Turnaround
Maram Srikanth; Palanisamy Saravanan; Tara Shankar ShawCase IVEY-9B15N036-EEntrepreneurship, Finance, StrategyThe managing director of Sathavahana Ispat Limited (SIL) was relieved when his company’s expanded manufacturing facilities commenced operations on April 1, 2015, after a delay of more than a year. Though he had a reason to rejoice, the managing director also had concerns about SIL's rising borrowing costs and dwindling liquidity. Accordingly, he approached the Indian Women's Bank to replace the company's high-cost debt to the extent of ?3 billion...Starting at €8.20
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Premier Explosives: Finance for Organic Growth
Maram Srikanth; Palanisamy SaravananCase IVEY-9B16N001-EEntrepreneurship, Finance, StrategyIn February 2015, Premier Explosives Limited (PEL) was preparing for a sudden expansion. The Indian company was the sixth-largest manufacturer of explosives in the country and also made defence products such as solid propellants and pyrogen igniters. PEL had many prominent customers in the mining industry and defence business, and exported bulk explosives to a number of countries. PEL signed a joint venture agreement with the well-regarded Kalyan...Starting at €8.20
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Coromandel: Enhancement of Short-Term Finance
Maram Srikanth; Palanisamy Saravanan; Tara Shankar ShawCase IVEY-9B16N006-EFinance, StrategyIn April 2015, Coromandel International Limited (CIL), a manufacturer of fertilizers based in Chennai, India, requested that the National Bank of India increase CIL’s existing short-term finance arrangement. CIL operated 14 state-of-the-art manufacturing facilities across India with a combined installed capacity of four million tonnes per annum and over 2,000 employees. It sold its products through a countrywide dealer network as well as in its o...Starting at €8.20