Ivey Business School (Canada)
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Shubham Goldiee Masale Private Limited: Consolidate or Expand - Teaching Note
Sabyasachi Sinha; Vinod ThakurTeaching Note IVEY-8B20M080-EStrategyTeaching note for product 9B20M080.Starting at €0.00
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Swadhaar: Self-Support through Financial Services
Rajesh Panda; Madhvi Sethi; Pooja GuptaCase IVEY-9B20N002-EEntrepreneurship, FinanceSwadhaar FinServe Private Limited (Swadhaar), a non-banking financial company–microfinance institution (NBFC-MFI), was set up in Mumbai, India in 2008 with the objective of providing the urban poor with increased access to financial services. Swadhaar was a leading provider of financial services to clients in several major states of India. Between 2009 and 2013, there were major changes in the regulatory environment; some of these restricted the ...Starting at €8.20
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Malabar Gold & Diamonds: Expansion Plans
Vinod Thakur; Sabyasachi SinhaCase IVEY-W26278-EStrategyMalabar Gold & Diamonds (Malabar) was established in 1993 in Kerala, India. By 2019, the company was a leading retail chain in India's jewellery market and one of the top five jewellery businesses in the world, selling their products through 117 Indian outlets and 143 global outlets across nine countries. Most of Malabar's domestic revenue came from the southern region of India, and the company was looking to extend its footprint across the entir...Starting at €8.20
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Shubham Goldiee Masale Private Limited: Consolidate or Expand
Sabyasachi Sinha; Vinod ThakurCase IVEY-9B20M080-EEntrepreneurship, StrategyShubam Goldiee Masale Private Limited was a family business established by two childhood friends in 1980 in Kanpur, northern India. In 2004, second-generation family members began joining the business. With the arrival of the new generation, the company started renewing its business operations. The two founders divided specific management roles and responsibilities of key departments among second-generation family members, although control of the...Starting at €8.20
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The Economics of Gold: India's Challenge in 2013 - Teaching Note
Rajesh Panda; Madhvi SethiTeaching Note IVEY-8B16N009-EFinanceTeaching note for product 9B16N009.Starting at €0.00
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Swadhaar: Self-Support through Financial Services - Teaching Note
Rajesh Panda; Madhvi Sethi; Pooja GuptaTeaching Note IVEY-8B20N002-EFinanceTeaching note for product 9B20N002.Starting at €0.00
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Malabar Gold & Diamonds: Expansion Plans - Teaching Note
Vinod Thakur; Sabyasachi SinhaTeaching Note IVEY-W26279-EStrategyTeaching note for product W26278.Starting at €0.00
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Amarnath Gupta and Sons: The Family Business
Rajesh Panda; Pooja Gupta; Madhvi SethiCase IVEY-9B16M183-EEntrepreneurship, StrategyAmarnath Gupta and Sons was a distributor of lubricants and owner of a petrol pump based in Alwar, Rajasthan, India. The business was originally set up as a family-owned single petrol pump in 1953. The family member currently in charge of daily operations had expanded the business significantly, especially since the entry of new multinational players in the Indian lubricant market. In 2013, this owner-partner was looking at ways to involve his ch...Starting at €8.20
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The Economics of Gold: India's Challenge in 2013
Rajesh Panda; Madhvi SethiCase IVEY-9B16N009-EFinance, StrategyOn June 13, 2013, an online news portal reported on a press conference at which India’s finance minister urged Indians to refrain from buying gold. India was facing a huge economic challenge. Its account deficit had hit a record high of 6.7 per cent of its gross domestic product. This increase was attributed to rising gold imports and was a major cause of concern for the Indian finance minister and the governor of the Reserve Bank of India, India...Starting at €8.20
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Groupon India: A Management Buyout Decision
Rajesh Panda; Madhvi Sethi; Pooja GuptaCase IVEY-9B17N019-EEntrepreneurshipIn early 2015, the chief executive officer and the management team of Groupon India, a subsidiary of U.S.-based Groupon Inc., faced a management buyout decision. Buoyed by a high growth rate and huge market potential in India, they wanted more India-specific product positioning and greater control over technology. They explored growth options available to the company, but faced the constraints of being part of a global conglomerate. The managemen...Starting at €8.20