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Basmati House Supermart: Competing with the E-retail Channel - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-8B20A068-EMarketingTeaching note for product 9B20A068.Starting at €0.00
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RIDLR : Leveraging Data Analytics for Mass Transit - Teaching Note
Vinish Kathuria; Jaydeep MukherjeeTeaching Note IVEY-8B20A019-EMarketingTeaching note for product 9B20A019.Starting at €0.00
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LDFL India Limited: Adapting a Multi-Channel Distribution System for Omnichannel Consumers - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-8B20A020-EMarketingTeaching note for product 9B20A020.Starting at €0.00
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Brand Tanishq: Navigating Social Media Backlash - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-W25085-EKnowledge and Communication, MarketingTeaching note for product W25084.Starting at €0.00
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Chemical Bank: la implantación del cuadro de mando integral
Kaplan, Robert S.; Klein, NormanCase HBS-106S09Accounting and ControlLa división de banca minorista de Chemical Bank se enfrenta a la disminución de los márgenes y el aumento de la competencia en su reunión de crédito y de depósito y el procesamiento de los negocios. Desea aplicar una nueva estrategia para convertirse en un proveedor de servicios financieros preferido a grupos de clientes objetivo. La división se adapta el cuadro de mando integral para clarificar y comunicar la nueva estrategia e identificar los f...Starting at €8.20
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PPG: Developing a Self-Directed Work Force (A) (Spanish Version)
Garvin, David A.; Klein, NormanCase HBS-609S15Service and Operations ManagementPPG ha construido una planta de vidrio del estado de la técnica en Berea, Kentucky. La planta está persiguiendo el objetivo de una "fuerza de trabajo autodirigido." El caso describe el progreso hasta la fecha y los problemas no resueltos de gestión. Estos incluyen preguntas sobre rotación de turnos, las oportunidades de promoción, evaluación y supervisión de los empleados, el papel de los empleados en el establecimiento de la política, y si es o ...Starting at €8.20
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Greenkraft: Ensuring Sustainability During and Post COVID-19
Jaydeep MukherjeeCase IVEY-W31072-EStrategyGreenkraft Private Limited (Greenkraft) supplied artisanal products to global clients and was an India-based not-for-profit organization. The company worked to address the socio-economic needs of artisan women. For 800 women workers, the Greenkraft production unit symbolized independence and pride, motivating them to work and deliver quality output. During the COVID-19 pandemic, Greenkraft was compelled to adopt home production to supplement prod...Starting at €8.20
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Greenkraft: Ensuring Sustainability During and Post COVID-19 - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-W31073-EStrategyTeaching note for product W31072.Starting at €0.00
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Planet Milk: Choosing a Route to Market - Teaching Note
Subhan Sundaray; Jaydeep MukherjeeTeaching Note IVEY-W28628-EMarketing, StrategyTeaching note for product W28627.Starting at €0.00
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Mantra Ayurveda: Scaling Direct-To-Consumer Marketing
Aditi Saini; Jaydeep MukherjeeCase IVEY-W25497-EMarketing, StrategyMantra Ayurveda (Mantra), established in India in 2020, manufactured and marketed luxury Ayurvedic skin care and hair care products. The brand’s equity in the Indian market was low, its performance marketing efforts were not leading to expected revenue gains, and the revenue from direct-to-consumer (DTC) initiatives had experienced a negligible uptick in financial year (FY) 2020–21. In April 2021, the chief executive officer would have to convinc...Starting at €8.20