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Ivey Business School (Canada)
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The Renault KWID: Disrupting India's Hatchback Market
Jones Mathew; Banasree Dey; Sandeep PuriCase IVEY-9B17A023-EMarketing, StrategyThe Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader’s market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID’s remarkable success, however, Renault’s strategy for the future nee...Starting at €8.20
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The Vanca: Dilemmas of an E-commerce Entrepreneurial Startup
Jones Mathew; Pinaki DasguptaCase IVEY-9B15M035-EEntrepreneurship, StrategyThe Vanca, an online apparel brand and supplier to online retailers (“e-tailers”) has achieved a fair degree of success by focusing on quality, innovative designs, “fast fashion” and a strong network with its customers. Management is looking to grow the business further; however, there are challenges such as uneven sales across some of its product ranges, maintaining its competitive edge and the threat from private labels being introduced by the ...Starting at €8.20
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Nokia: From In-house to Joint R&D
Marcus Moller Larsen; Torben PedersenCase IVEY-9B11M114-EEntrepreneurship, Service and Operations Management, StrategyThis case describes the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile phones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile pho...Starting at €8.20
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Carlsberg in Emerging Markets
Michael W. Hansen; Torben Pedersen; Marcus Moller LarsenCase IVEY-9B11M009-EService and Operations Management, StrategyRisking becoming the target of a hostile takeover or being cornered as a small regional player in the global beer industry, the Danish brewery Carlsberg decided in the early 2000s to expand into rapidly growing emerging markets to pursue new arenas of growth. By 2008, this strategy had paid off, and Carlsberg was positioned among the five largest breweries in the world. In the Russian market — one of the fastest-growing markets in the world — Car...Starting at €8.20
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Vestas Wind Systems A/S - Exploiting Global R&D Synergies
Torben Pedersen; Marcus Moller LarsenCase IVEY-9B09M079-EEntrepreneurship, Service and Operations Management, StrategyWith a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with...Starting at €8.20
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Tiktauli de Corps: A Branding Dilemma
Jones Mathew; Banasree Dey; Sandeep PuriCase IVEY-9B18A066-EEntrepreneurship, MarketingIn July 2018, the chief executive officer of Tiktauli De Corps (TDC) was thinking about the branding strategy of the company. Founded in India in August 2012 as a casual wear apparel brand, TDC had grown rapidly. The company featured three main business lStarting at €8.20
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Tiktauli de Corps: A Branding Dilemma - Teaching Note
Jones Mathew; Banasree Dey; Sandeep PuriTeaching Note IVEY-8B18A066-EMarketingTeaching note for product 9B18A066.Starting at €0.00
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Brand W: Strategizing for Omni-Channel Retail - Teaching Note
Jones Mathew; Banasree Dey; Sandeep PuriTeaching Note IVEY-8B18A046-EMarketingTeaching note for product 9B18A046.Starting at €0.00
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lebua: A Thai Luxury Hotel’s Post-Pandemic Dilemmas - Teaching Note
Jones Mathew; Sujata Khandai; Sandeep PuriTeaching Note IVEY-W25820-ELeadership and People Management, MarketingTeaching note for product W25819.Starting at €0.00
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Coloplast: Ten Years of Global Operations
Marcus Moller Larsen; Torben PedersenCase IVEY-9B12M070-EStrategyIn just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a trans...Starting at €8.20