HBSP (USA)
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Prediction Markets at Google (Spanish version)
Coles, Peter A.; Lakhani, Karim R.; McAfee, AndrewCase HBS-612S12Information TechnologiesIn its eight quarters of operation, Google's internally developed prediction market has delivered accurate and decisive predictions about future events of interest to the company. Google must now determine how to increase participation in the market, and how to best use its predictions.Starting at €8.20
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Connecting Taxis and Passengers in South America (Spanish version)
Coles, Peter A.; Edelman, BenjaminCase HBS-915S10EntrepreneurshipSaferTaxi, a taxi booking service in South America must develop its mobilization strategy; that is, it must attract enough passengers and drivers to make its service worthwhile for all. Drivers hesitate to pay for SaferTaxi's smartphones and service unless these will deliver passenger bookings -- and passengers have no reason to sign up unless drivers are available. Meanwhile, regulators question the permissibility of online taxi booking in light...Starting at €8.20
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Cambrian House
Coles, Peter A.; Lakhani, Karim R.; McAfee, AndrewCase HBS-608016-ECambrian House builds internet-based products and services by relying entirely on its user community for all aspects of its innovation and new product development process. Users suggest ideas for new products and services and also participate in a monthly voting process to select the best ideas. The company is now considering the deployment of a prediction market to deepen user involvement and commitment in its innovation; however, it is not sure...Starting at €8.20
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Ocean Tomo: Building a Market for Intellectual Property
Hagiu, Andrei; Coles, Peter A.; Wagonfeld, Alison BerkleyCase HBS-709404-EStrategyOcean Tomo's management team sought to turn the company into the leading intermediary for intellectual property. Despite its increasingly important role in the global marketplace, IP remained a notoriously illiquid asset--difficult to value, harder to trade, and often underutilized by owners. CEO Jim Malackowski and his colleagues hoped to capitalize on this inefficiency by designing and operating innovative marketplaces for intellectual property...Starting at €8.20
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Mahindra Lifespace Developers' Venture into Affordable Housing
Fuller, Joseph B.; Muthuram, VidhyaCase HBS-315082-EEntrepreneurshipStarting 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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Equitas Microfinance (B): Response to the Andhra Pradesh Crisis
Narayanan, V.G.; Rangan, V. Kasturi; Muthuram, VidhyaCase HBS-113005-ESupplement for case 510104Starting at €5.74
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Wal-Mart Lobbying in India?
Ramanna, Karthik; Muthuram, VidhyaCase HBS-114023-EEconomicsIn 2012, as part of a routine disclosure under U.S. law, Wal-Mart revealed it had spent $25 million since 2008 on lobbying to "enhance market access for investment in India." This disclosure, which came weeks after the Indian government made a controversiStarting at €8.20
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Building a High Performance Culture at IDFC
Narayanan, V.G.; Muthuram, VidhyaCase HBS-114077-EAccounting and ControlIDFC was set up in 1997 to direct private finance to infrastructure projects in India. Over the years, it expanded its capabilities to become a 'complete solutions provider' offering financing solutions including debt and equity, investment banking, brokerage and asset management services to clients in the infrastructure sector. With nearly 50% of its employees joining through acquisitions, there were significant cultural differences within the c...Starting at €8.20