Search results
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NJOY, Inc.
Allison Johnson; Ramasastry ChandrasekharCase IVEY-9B15A032-EEntrepreneurship, MarketingNJOY, Inc., an electronic-cigarettes enterprise based in Phoenix, Arizona, conducted some Experiential Concept Tests (ETCs) on a sample size of 215 panelists. The sample included a mix of gender, age, education and income. It also included a mix of users and non-users of electronic cigarettes. In light of the consumer insights gained from the ETCs, NJOY Inc. wants to leverage the results to resolve three particular issues and pave the company’s w...Starting at €8.20
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GM: The Opel Decision
Darren Meister; Ramasastry ChandrasekharCase IVEY-9B10M022-EStrategyIn July 2009, General Motors Company (GM),the world's second largest automotive enterprise, has come out of a bankruptcy orchestrated by the U.S. federal government. Leaner and focused after a 40-day exercise, GM is still a long way from a full-fledged financial recovery. The company is under a mandate to concentrate first on its U.S. market. Its European subsidiary, which manufactures the Opel cars, has been struggling for nearly a decade. The b...Starting at €8.20
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Kraft Foods Canada: Targeting the Millennials
Allison Johnson; Ramasastry ChandrasekharCase IVEY-9B16A015-EMarketingIn 2014, Kraft Foods Canada was working on an action plan for Kraft Singles, the company’s brand of processed cheese slices. Although the product had been targeted at Canadian families for decades, Kraft Singles needed to be repositioned toward Canadian millennial moms (those born between 1980 and 2000). The company faced three dilemmas. How should Kraft Canada make the brand messaging of Kraft Singles compelling to Canadian millennial moms? What...Starting at €8.20
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Xerox Innovation Group - From Products to Services
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B14M034-EStrategyThe world's leading documents company is in a transformation mode. From being a provider of cutting-edge technology products for decades, it is moving towards providing product-service combinations. As a person driving this enterprise-wide change, the head of Xerox Innovation Group (XIG) is facing two specific issues. How should XIG become more customer-centric? How should the company build new competencies to provide consistent services across d...Starting at €8.20
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Gowlings LLP: Canadian Legal Services Firm Going International
Brian C. Pinkham; Ramasastry ChandrasekharCase IVEY-9B16M190-EStrategyIn February 2014, the chairman and chief executive officer of the third-largest law firm in Canada, Gowlings LLP, was examining his options for taking the firm global. On the verge of retirement, he hoped to establish an enduring platform for international expansion based on three aspects: a new global location, a new global partner, and a new organizational structure. Each point was interlinked, and each presented its own managerial dilemmas. Go...Starting at €8.20
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Future Group — Branding Private Labels
Niraj Dawar; Ramasastry ChandrasekharCase IVEY-9B11A004-EMarketing, StrategyIndia’s largest domestic retail group, the Future Group, is pursuing a novel private-label strategy. In a country dominated by small-scale retailers, it is using its scale to launch private-label brands in several product categories. It is planning to delink these new offerings from the store brand and make them available through other retailers. Future Group hopes to derive most of its growth over the next few years from this initiative.The case...Starting at €8.20
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RONA Inc.- Dealing with Recession
Darren Meister; Ramasastry ChandrasekharCase IVEY-9B09M076-EMarketing, Service and Operations Management, StrategyIn September 2009, the president and chief executive officer (CEO) of Rona Inc. was reviewing the company's progress in relation to the ongoing economic recession. Rona was the largest retailer of hardlines in Canada. Rona had noticed definitive signs of slowdown in the third quarter of 2007 and had launched Strategic Plan 2008 - 2011 as a response. The two-phase program was nearing the completion of its first phase of Productivity, Efficiency an...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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Suzlon Energy Ltd.
Srinivas Sridharan; Ramasastry ChandrasekharCase IVEY-9B09M037-EMarketing, StrategyAn Indian wind energy company with global ambitions of being among the top three in its business worldwide, Suzlon Energy Ltd. (Suzlon) manufactures and markets turbines, which harness wind to product electricity. Several of its customers are going global and increasingly expect global service (including pricing) consistent across geographies. Suzlon could consider the rapidly increasing business practice of global account management (GAM) to mee...Starting at €8.20
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Beck Taxi
Srinivas Krishnamoorthy; Ramasastry ChandrasekharCase IVEY-9B09M058-ECorporate Governance, Entrepreneurship, MarketingBeck Taxi is Toronto's leading cab brokerage. In May 2009, the company's chief executive officer (CEO) is wondering whether the company could change the radio fee for the limited duration of summer, usually a lean season for the cab trade. The fee, paid by drivers for the dispatch service connecting them to customers in waiting, has not been increased in over a decade. That is enough reason to go for a straight upward revision on a permanent basi...Starting at €8.20