Search results
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Easepal: Transforming a Chinese OEM Supplier
Chuang Chen; Ning SuCase IVEY-9B16M005-EEntrepreneurship, StrategyAs one of the world’s largest OEM suppliers of electric massaging equipment, China’s Easepal has faced increasing challenges in its traditional OEM business over the course of two decades. Since the company’s inception in the 1990s, its founder has always had the ambitious goal of becoming more than just a supplier in the global electric massager market. Easepal’s mature research and development and manufacturing capabilities have the potential t...Starting at €8.20
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Shanghai Pharmaceuticals: Seeking A Prescription For Digital Transformation
Ming Dong; Ning SuCase IVEY-9B18M001-EEntrepreneurship, StrategyBy 2015, China had one of the world’s largest and most complex healthcare industries. This industry had been undergoing unprecedented change in diverse areas, from policies to technologies. Shanghai Pharmaceuticals, China’s second-largest pharmaceutical company, spanned the entire pharmaceutical value chain, from product research and development to sales. The company’s core competency was in drug distribution, which generated 70 per cent of the f...Starting at €8.20
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Didi Kuaidi
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M060-EEntrepreneurship, StrategyIn 2015, Didi and Kuaidi, the two leading players in China’s Internet-based ride-hailing industry, merged to form Didi Kuaidi. The combined firm represented one of the world’s largest Internet- and smartphone-based transport service companies, valued at about $6 billion. In its home market of China, Didi Kuaidi left its biggest competitor, Uber, a distant second. Meanwhile, Didi Kuaidi actively pursued global growth. For example, it invested in a...Starting at €8.20
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Privacy Issues and Monetizing Twitter
Deborah Compeau; Nicole R.D. Haggerty; Shady FraihaCase IVEY-9B11E002-EEntrepreneurship, Information Technologies, StrategyIt was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a changing market situation and pressures to make money. Twitter was a free service that had been operating without a viable business plan since 2006. In early 2010, Twitter was still not making enough money and it was time that Twitter showed a real return on investment. The Trio had to decide on a business model that was competitive. There was a data-mining projec...Starting at €8.20
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JKUAT-Nakuru CBD Campus: Managing Growth in the Kenyan Public Sector
Nicole R.D. Haggerty; Juma Wagoki; Pamela Odhiambo; Eric Richmond; Marc Soberano; Adam LevineCase IVEY-9B13M021-EStrategyIn 2012, the director of a subsidiary campus of a national university was faced with many problems: he was personally overworked as both manager of the new campus and as a lecturer; there were too many part-time lecturers on staff, leading to a loss of commitment and morale; a decision had to be made about buying or leasing the newly renovated campus building; and, most importantly, all of his decisions were subject to approval by the main admini...Starting at €8.20
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Yumcha.com.au
Nicole R.D. Haggerty; Rohan BelliappaCase IVEY-9B10M038-EEntrepreneurship, Information Technologies, StrategySet in November 2007, the case is about a soon-to-launch social networking website (Yumcha) in Australia intended for the country's significant Asian population and diaspora. The case describes the process that Yumcha's founder went through in establishing the entity, including her initial motivations and business rationale. The case goes on to describe the dilemma facing the founder in choosing a web developer for the site, including whether to ...Starting at €8.20
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Transforming the Business Service Portfolio at Global Consultancy
Ning Su; Naqaash PiraniCase IVEY-9B14E001-EEntrepreneurship, Information Technologies, StrategyGlobal Consultancy Canada, the national branch of a global tax, accounting and consulting services firm, is seeking to improve the efficiency and effectiveness of its organization. The leader of the sourcing practice has been tasked by the company’s chief executive officer to identify opportunities for transforming the firm’s marketing and communications, human resources, finance and information technology functions. He must decide on the most su...Starting at €8.20
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Milango Financial Services
Nicole R.D. Haggerty; Fridah Theuri; Meera Haji; Nurin Jamal; Nadeem NathooCase IVEY-9B13M052-EEntrepreneurship, StrategyThe co-founder of a Kenyan microfinance institution was troubled. Although his company had experienced great success in the past three years, it faced cash flow problems in June 2012. The co-founder had exhausted his personal resources and seeks an investor, local or international banks, or a process improvement program to ensure the company’s long-term success. The co-founder needed to evaluate his options and propose a solution to the other boa...Starting at €8.20
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Mercedes-Benz India
Nicole R.D. Haggerty; Shankar Venkatagiri; Ramasastry ChandrasekharCase IVEY-9B11E009-EInformation Technologies, StrategyIn December 2007, the management of Mercedes-Benz India (MBI), a fully owned subsidiary of Daimler AG, the 12th-largest automobile manufacturer in the world, has decided to relocate to a new facility near Pune in western India. In overseeing the installation of information technology (IT) infrastructure at the new premises, the company’s chief information officer (CIO) must deal with some managerial choices pertaining to IT architecture, IT tools...Starting at €8.20
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Unity Bank: Realizing Value From an M&A Integration
Nicole R.D. Haggerty; John FongCase IVEY-9B08E009-EInformation TechnologiesA member of the integration leadership team must help plan and execute the integration of Delta's information technology (IT) operations into those of Unity. He has been given a time limit of three years and has been charged with removing $60 million of expenses during the process. Half of the savings will come from reducing the number of staff whose roles have been duplicated as a result of the merger. The remaining savings will be achieved thro...Starting at €8.20