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iD Fresh Food: Scripting a Fresh Story
Tulsi JayakumarCase IVEY-9B21M047-EEconomics, StrategyIn May 2020, amid the lockdown in India brought about by COVID-19, P. C. Musthafa, chief executive officer of iD Fresh Food (iD), a food company located in Bengaluru, India, was preparing for a virtual meeting with his co-founders. The company offered customers the value proposition of “freshness” and operated in the ready-to-cook and ready-to-eat segments. iD’s flagship product was batter for preparing idlis and dosas, which were popular Indian ...Starting at €8.20
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L'Oreal: Global Brand, Local Knowledge
Henderson, Rebecca M.; Johnson, RyanCase HBS-311118-EMarketingWorldwide, and in the U.S. marketplace in particular, the French cachet of L'Or al was one of its most powerful marketing tools. However, with the opening up of emerging markets, L'Or al had to cater to a diverse customer base: an aging population in thStarting at €8.20
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Retiros de Toyota (A): Llegando a Patinar
Quelch, John A.; Knoop, Carin-Isabel; Johnson, RyanCase HBS-513S06MarketingEn el otoño de 2009, Toyota Motor Corporation, una vez venerado por su compromiso con la calidad y la fiabilidad, se enfrentó a una serie de retiros muy publicitados en los Estados Unidos que representan aproximadamente el equivalente a un año de las ventas en uno de sus mercados más importantes. Mientras que el primer retiro de Toyota fue recibida con incredulidad generalizada pero el apoyo permanente de la marca, las revelaciones posteriores y ...Starting at €8.20
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Los Retiros de Toyota (B): El Sr. Toyoda Viaja a Washington
Quelch, John A.; Knoop, Carin-Isabel; Johnson, RyanCase HBS-513S07MarketingCaso describe el testimonio ante el Congreso de EE.UU. CEO de la Toyota y la cabeza de sus ventas de motor de Estados Unidos.Starting at €5.74
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Retiros de Toyota (C): Camino Accidentado por Delante
Quelch, John A.; Knoop, Carin-Isabel; Johnson, RyanCase HBS-513S08MarketingEntre febrero y julio de 2010, las ventas de Toyota se recuperan gracias a la utilización de extensas relaciones públicas y ventas incentivos. Sin embargo, recuerda continúan. Can Toyota contener la marea y corregir sus defectos de organización para hacer frente a los problemas subyacentes?Starting at €5.74
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Sony Corporation’s Aibo: An Intelligent Decision
Tulsi JayakumarCase IVEY-9B18M036-EStrategyIn November 2017, the chief executive officer of Sony Corporation was preparing to announce the company’s release of its rebooted robo-pup, the Aibo—a robot equipped with sensors and actuator technologies, and powered by artificial intelligence that allowed this virtual pet to behave like a real dog. Sony Corporation, the 70-year-old iconic Japanese manufacturing company, had diverse businesses. After significant restructuring since 1999 to addre...Starting at €8.20
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Mismanagement of Fiscal Policy: Greece's Achilles' Heel
Tulsi JayakumarCase IVEY-9B17M142-EStrategyIn December 2016, the debt-stricken Greek government announced the distribution of a sizeable “Christmas gift” to its low-income pensioners, a one-time bonus that would cost the government €617 million. This cost was in addition to suspending increases in the value-added tax on some Greek islands. These plans were in clear violation of the terms of a bailout provided to Greece by Eurozone nations in 2015, which required Greece to implement auster...Starting at €8.20
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Hindustan Unilever Ltd.: Creating Shared Value in a VUCA World
Tulsi JayakumarCase IVEY-9B13M129-EStrategyHindustan Unilever Ltd. can trace its current-day profitable business operations in its Doom Dooma factory in the conflict-ridden northeastern state of Assam (India) to its proactive corporate responsibility initiatives since the start of its operations. A spurt in sales in the personal care segment has led the company to consider capacity expansion. The company needs to decide whether to continue to invest in Assam despite three challenges: oper...Starting at €8.20
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Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Tulsi Jayakumar; Nilotpal Ray; Divya Mulanjur; Debopam Basu; Gayatri PatkarCase IVEY-9B14M065-EStrategySudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the sit...Starting at €8.20
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AirAsia India: Clash for the Indian Skies
Tulsi JayakumarCase IVEY-9B14M111-EStrategyArmed with an air operator's permit, Air Asia, a Malaysian low-cost carrier airline, is preparing to enter the Indian aviation market. AirAsia is known as an aggressive player globally. It plans to use aggressive pricing strategies to revolutionize air travel in India and gain competitive edge in the aviation market through highly competitive operational targets. How will AirAsia India’s entry and its aggressive pricing decisions work in the olig...Starting at €8.20