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Fastenal: Losing its Fast Growth to Amazon Business - Teaching Note
Arpita Agnihotri; Saurabh BhattacharyaTeaching Note IVEY-8B17M170-EStrategyTeaching note for product 9B17M170.Starting at €0.00
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Spanx Inc.: Growth Dilemma for a Shapewear Leader - Teaching Note
Arpita Agnihotri; Saurabh BhattacharyaTeaching Note IVEY-8B17M184-EEntrepreneurship, StrategyTeaching note for product 9B17M184.Starting at €0.00
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Toys “R” Us: What Went Wrong - Teaching Note
Arpita Agnihotri; Saurabh BhattacharyaTeaching Note IVEY-8B18M118-EStrategyTeaching note for product 9B18M118.Starting at €0.00
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Meta: A New Direction To Leadership - Teaching Note
Saurabh Bhattacharya; Arpita AgnihotriTeaching Note IVEY-W27713-ELeadership and People ManagementTeaching note for product W27712.Starting at €0.00
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Hallmark Cards, Inc.: In Search of Turnaround
Saurabh Bhattacharya; Arpita AgnihotriCase IVEY-W29725-EStrategyIn June 2021, the chief executive officer of Hallmark Cards Inc., a leading US greeting cards and gifts company, faced challenges as the digitalization of cards was gaining pace. This growing trend forced the company to overhaul its operations. Although it tried to cope with the changing business environment, the company suffered both in revenue and profit marking. The chief executive officer took efficiency-increasing measures and laid off emplo...Starting at €8.20
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Fastenal: Losing its Fast Growth to Amazon Business
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B17M170-EStrategyFastenal was one of the largest U.S. industrial supply companies, with the highest operating margin among its competitors. It was known and awarded for its innovative industrial vending solutions. With the launch of Amazon Business in the industrial distribution space in 2012, Fastenal’s performance began to decline. In 2017, Amazon Business obtained patents for a drone-based delivery system. This, combined with Amazon’s power of low cost, raised...Starting at €8.20
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Indus OS: Revolution Through Incremental Innovation
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B17M074-EEntrepreneurship, StrategyFounded in May 2008 in India, Indus OS (previously known as Firstouch) understood the latent language needs of 90 per cent of Indian consumers, a need that prevented users from switching from their basic-feature phones to smartphones. Through incremental innovation of the open Android system, Indus OS launched the world’s first smartphone operating system that had the ability to function in 12 of India’s regional languages. Through strategic part...Starting at €8.20
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Spanx Inc.: Growth Dilemma for a Shapewear Leader
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B17M184-EEntrepreneurship, StrategySpanx Inc., founded in 2000, was a U.S. intimate apparel company that sold body shaping undergarments known as shapewear. Through word-of-mouth marketing by celebrities and consumers, Spanx achieved 2016 sales of US$400 million globally. However, Spanx’sStarting at €8.20
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Patanjali Ayurved Limited: Disruption or Innovation
Saurabh Bhattacharya; Arpita AgnihotriCase IVEY-9B16M196-EMarketing, StrategyIn 2012, the founder of Patanjali Ayurved Limited (PAL) and his associate were leveraging a unique business model by venturing into the fast-moving consumer goods sector in India. By March 2016, PAL had become the fourth-largest company in this highly competitive industry and was planning to become the market leader by 2020. Through its low-priced herbal and Ayurvedic products, PAL occupied a unique white space in the already existing strategic g...Starting at €8.20
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ICICI Bank: Restoring Faith in Corporate Governance
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B19M065-EStrategyIn March 2016, the chief executive officer (CEO) of ICICI Bank Ltd. (ICICI), one of the largest private sector banks in India, was accused of non-disclosure and exploitation of conflict of interest by an investor. The CEO, who had successfully led the banStarting at €8.20