Ivey Business School (Canada)
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DBS Bank Ltd.: How to Accelerate Digitalization
Ning Su; R. ChandrasekharCase IVEY-W25312-EInformation Technologies, StrategyIn June 2020, the head of Customer Centre at DBS Bank Ltd. (DBS), the largest commercial bank in Singapore, was wondering how to leverage the bank’s current success in digitalization to create a competitive advantage. As a business leader, she was facing major decision points. How could she increase awareness of the bank’s digital assets among existing customers? How could she further digitalize the customer centre? In addition, the COVID-19 glob...Starting at €8.20
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Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCase IVEY-9B11C037-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Starting at €8.20
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Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCase IVEY-9B14M145-EEntrepreneurship, StrategyIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Starting at €8.20
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Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCase IVEY-9B11M075-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Starting at €8.20
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SWISSBO: Strategic Risk or Opportunity?
Mary M. Crossan; R. ChandrasekharCase IVEY-W34743-EEntrepreneurship, StrategyIn March 2021, the wholesale distributor of home décor products SBO Distributors Ltd. (or SWISSBO), based in Vancouver, Canada, was considering an opportunity for strategic analysis. The firm was at a crossroads in light of the COVID-19 pandemic. The pandemic had led to a setback in the company’s revenues and margins—seemingly, a temporary setback. The wholesaler was now facing a make-or-break dilemma that involved a new growth opportunity to mov...Starting at €8.20
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Worn Again Technologies: Replicating a Circular Model - Teaching Note
Nadine de Gannes; R. ChandrasekharTeaching Note IVEY-W33925-EStrategyTeaching note for product W33924.Starting at €0.00
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India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCase IVEY-9B11M084-EEntrepreneurship, StrategyThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Starting at €8.20
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Havells India: The Sylvania Acquisition Decision
Charles Dhanaraj; Kavil Ramachandran; Swetha DasariCase IVEY-9B09M089-EEntrepreneurship, StrategyThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides...Starting at €8.20
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Professionalization of Ujwal Bharati
Kavil RamachandranCase IVEY-9B10M036-EEntrepreneurship, StrategyThe case considers the dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business in India. Among other issues related to corporate and family governance, he has to decide whether to retain his non-family CEO or not.This case was written in the context of the major efforts made by mid-size Indian family businesses in recent years to professionalize their operations. While the director appreciate...Starting at €8.20
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SWISSBO: Strategic Risk or Opportunity? - Teaching Note
Mary M. Crossan; R. ChandrasekharTeaching Note IVEY-W34744-EEntrepreneurship, StrategyTeaching note for product W34743.Starting at €0.00