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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
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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
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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
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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
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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
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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
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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
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Health Insurance to the Base of the Pyramid
Suresh B.P.; S. R. AsokanCase IVEY-9B11A015-EMarketing, StrategyThis case describes a unique insurance scheme in India called Krupa Arogya Suraksha, promoted by the Shree Krishna Arogya Trust. The product was designed with the aim of extending basic health coverage to the “base-of-the-pyramid” population at an affordable premium. The services were provided by Shree Krishna Hospital, of which the Trust was an associate. The Trust and the hospital were looking at a win-win situation: in providing modern health ...Starting at €8.20
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Genpact's CEO on Building an Industry in India from Scratch
Bhasin, PramodArticle HBS-R1106A-EEntrepreneurshipBhasin was the head of GE Capital in India when, in the late 1990s, he had a vision for the future of a small division that was providing back-office services such as processing car loans and credit card transactions for the local market. GE Capital was the first foreign-owned financial services company that had been allowed into India, and as an experiment by the government, it was hypervulnerable to changes in policy and philosophy. Bhasin want...Starting at €8.20
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El CEO de Genpact cuenta cómo desarrolló un sector en India desde cero
Bhasin, PramodArticle HBS-R1106AEntrepreneurshipBhasin era el jefe de GE Capital en la India cuando, a finales de 1990, tuvo una visión para el futuro de una pequeña división que estaba proporcionando servicios de back-office, como procesamiento de préstamos para automóviles y transacciones de tarjetas de crédito para el mercado local. GE Capital fue la primera compañía de servicios financieros de propiedad extranjera que habían sido admitidos en la India, y como un experimento por el gobierno...Starting at €8.20