This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
P.N. Gadgil Jewellers: Managing a Family Brand
Sonia Mehrotra; Uday SalunkheCase IVEY-9B20M008-EStrategyP. N. Gadgil Jewellers Private Limited, based in India, was formed from the most recent separation of the original Gadgil family business, whose origins dated back to the 18th century. The company's gold, silver, and diamond jewellery were all sold under the P. N. Gadgil (PNG) brand. The company expanded from six stores and revenue of ₹13 billion in 2012 to 26 stores and revenue of ₹21 billion in 2016. Although the company focused on professional...Starting at €8.20
-
Recruit Holdings and the Ribbon Model
Miller, Paddy; Inami, HiromiCase DPO-388-EInformation Technologies, Knowledge and Communication, Leadership and People ManagementListed on the Tokyo Stock Exchange since October 2014 with $13 billion in sales, Recruit Holdings had created and managed as many as 200 businesses and brands through separate operating divisions across Japan, the rest of Asia, Europe and the United States. The key business of Recruit was that it operated a number of platforms and services that provided client data and could be accessed by many users. But what made it work? What made it sustainab...Starting at €8.20
-
India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCase IVEY-9B11M084-EEntrepreneurship, StrategyThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Starting at €8.20
-
AIB Nagoya Conference 2011: After the March 11 Earthquake and Tsunami
Shige Makino; Cinty LiCase IVEY-9B12M071-EStrategyOn April 13, 2011, slightly more than three months before an annual conference of the Academy of International Business (AIB) was to be held in Nagoya, the program chair of the conference had to decide whether to go ahead with the conference as planned after a massive earthquake struck Japan on March 11, triggering a horrendous tsunami and subsequent radiation leak after damaging a nuclear plant. Each challenge posed a threat to the successful op...Starting at €8.20
-
National Pharmaceuticals: The Art of Employee Retention
Ashok Priyadarshi; Subrat Sarangi; Gloryson ChalilCase IVEY-9B20C001-ELeadership and People Management, StrategyThe chief human resources (HR) officer at National Pharmaceuticals (National), established in 1937 in Bihar, India, had been with the organization since 2007. The organization had been facing high employee attrition rates since 2013. Although the organization had reduced its employee attrition rate from 44 per cent in financial year (FY) 2014–15 to 25 per cent in FY 2017–18, the organization was yet to reach the industry benchmark rate of 12–13 p...Starting at €8.20
-
15 Rules for Negotiating a Job Offer (Spanish version)
Malhotra, DeepakArticle HBS-R1404KStrategy(1) Don't underestimate the importance of likability. (2) Help prospective employers understand why you deserve what you're requesting. (3) Make it clear that they can get you. (4) Understand the person across the table from you. (5) Understand his or her constraints. (6) Be prepared for tough questions. (7) Focus on the questioner's intent, not on the question. (8) Consider the whole deal. (9) Negotiate multiple issues simultaneously, not seria...Starting at €8.20
-
The Economics of Gold: India's Challenge in 2013
Rajesh Panda; Madhvi SethiCase IVEY-9B16N009-EFinance, StrategyOn June 13, 2013, an online news portal reported on a press conference at which India’s finance minister urged Indians to refrain from buying gold. India was facing a huge economic challenge. Its account deficit had hit a record high of 6.7 per cent of its gross domestic product. This increase was attributed to rising gold imports and was a major cause of concern for the Indian finance minister and the governor of the Reserve Bank of India, India...Starting at €8.20
-
DHL Global Forwarding: Consolidation Program
Kedar P. Joshi; Debmallya ChatterjeeCase IVEY-9B17D005-EService and Operations Management, StrategyOn October 13, 2015, the regional director of DHL Global Forwarding (DGF) was reviewing reports in preparation for a team meeting in Bengaluru, India. DGF provided air and ocean freight forwarding services. In September, the regional director’s team had successfully rolled out a new consolidation program in three Indian cities: Hyderabad, Bengaluru, and Chennai. While glancing through the respective consolidation teams’ reports, however, several ...Starting at €8.20
-
Cooptex: Reinventing Itself
Tulsi JayakumarCase IVEY-9B17M091-EStrategyIn August 2015, the managing director of the Tamil Nadu Handloom Weavers’ Co-operative Society Ltd. (Co-optex), an Indian state handloom co-operative, was preparing to receive an award for one of the organization’s products during the first National Handloom Day celebrations in India. While the award was a validation of the managing director’s efforts to revive Co-optex, which had accumulated significant losses for 13 years, his worries were far ...Starting at €8.20
-
Bharat Petroleum: Long-Term Wage Settlement
Zubin R. Mulla; Sushil Patil; Mansi Dubey; Jasleen KaurCase IVEY-9B17C035-ELeadership and People Management, StrategyIn May 2012, the director of human resources at Bharat Petroleum Corporation Limited was involved in negotiating a long-term collective agreement between management and the unions at the large public-sector oil corporation in India. The negotiations had begun in 2009 and were stalled largely because of wage issues. Due to time-bound promotions and open-ended pay ranges, workers’ salaries had spiralled out of control. When economic conditions chan...Starting at €8.20