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Doc32: Transforming Dental Health Care Through Technology
Saurabh KumarCase IVEY-9B20M072-EEntrepreneurship, StrategyOn October 15, 2019, the Doc32 office was celebrating its achievement of month-end revenue goals. Doc32 was an online management and marketing platform for dental health care based in Pune, Maharashtra, India. The company was dedicated to helping its partner dentists find clients and reduce operational costs. The Doc32 platform provided optimized solutions, innovative marketing techniques, and dentistry supplies at a discounted rate. The Doc32 fo...Starting at €8.20
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Battle in the Shipyard
Subhash Jha; Viswanathan Nagarajan; Sudhakar ReddyCase IVEY-9B14N027-EEntrepreneurship, Finance, StrategyGreat Offshore Limited (GOL), a leading player in the Indian offshore oilfield services industry, was one of the largest customers of Bharati Shipyard Limited (BSL), the second-largest private-sector shipbuilding company in India. BSL had acquired an approximately 15 per cent stake in GOL (by invoking a share pledge) and made a public offer for a further 20 per cent stake in GOL. BSL’s rival — ABG Shipyard Limited (ABG) — announced a counter-offe...Starting at €8.20
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Amalsad Cooperative: Process Innovation in Commodity Trading
S.R. Asokan; Harekrishna MisraCase IVEY-9B19M052-EStrategyIn June 2017, executives from Amalsad Vibhag Vividh Karyakari Sahakari Khedut Mandali Ltd. (Amalsad Cooperative) met to consider possible changes to the cooperative’s interventions in commodity marketing, particularly, whether further interventions would benefit member farmers. Linking a unique reward and penalty scheme to the grade supplied by the farmers and directly supplying produce to the terminal market in Delhi had resulted in a 15 per cen...Starting at €8.20
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DMart: Disrupting Food Retailing
Rakhi ThakurCase IVEY-9B18A001-EEntrepreneurship, Marketing, StrategyIn early 2017, 15 years after being launched, DMart was India’s second-largest and most profitable food and grocery retailer. To achieve its stellar growth, the company had followed a no-frills, limited assortment model and had restricted itself to limited geographies within the country. The company was listed in the capital market and attracted very favourable views from investors. As a listed company, DMart might be expected by shareholders to ...Starting at €8.20
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HCL Technologies: Pushing the Billion-Dollar Website
Srividya Raghavan; Apurva Chamaria; Gaurav KakkarCase IVEY-9B16A053-EMarketing, StrategyIn 2014, India’s HCL Technologies emerged as one of just eight 21st-century listed technology companies in the world to surpass US$1 billion in net profits, $5 billion in revenue, and $15 billion in market capitalization. When most companies were using their websites as online information pages, HCL Technologies converted its legacy website into an effective lead-generation vehicle. Within one year of implementation, the website began generating ...Starting at €8.20
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Biziga: The Growth Conundrum
K.R. JayasimhaCase IVEY-9B16A008-EEntrepreneurship, Marketing, StrategyIn 2015, Biziga Solutions Private Limited (Biziga), a first generation start-up based out of the National Capital Region, India, operated within the “instructional games” industry. Its first product, MarkLabs, was an emerging market-centric business simulation that promised to provide a contextually relevant simulation. Biziga had recorded revenues of ?20 million in FY2014/15. By the end of 2019, the company wanted to build a portfolio of 20 simu...Starting at €8.20
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Shree Balaji Alumnicast: Going Green
Jitendar Khatri Bittoo; Ashutosh DashCase IVEY-9B16M036-EEntrepreneurship, StrategyShree Balaji Alumnicast Pvt. Ltd. (SBA) was a successful Indian metal recycling company and a pioneer in creating sustainable customer value through its closed-loop supply chain. In 2009, its biggest customer demanded a 15 per cent price reduction on alloys and threatened to withdraw its entire business if SBA failed to meet its demand within a given time frame. This customer contributed a significant share of SBA’s revenue and was thus indispens...Starting at €8.20
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Joneja Bright Steels: The Cash Discount Decision
Surya Bhushan Kumar; Vinay Goyal; S.K. MitraCase IVEY-9B17B002-EAccounting and Control, Entrepreneurship, StrategyJoneja Bright Steels Private Limited (JBS) was one of many major players in India’s bright steel industry, serving almost every automobile manufacturer in Northern India. After the business launched in 2002, the automobile market expanded, leading JBS to an early strong position. But in fiscal year 2014/15, the company experienced working capital management issues. JBS considered using credit policies as a way of improving profitability—shifting ...Starting at €8.20
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Narayana Hrudayalaya: From Heart Care to Human Care
Tanusree Mazumder; Radha R. SharmaCase IVEY-9B14C032-EEntrepreneurship, Leadership and People Management, StrategyNarayana Hrudayalaya (NH), a leading cardiac hospital network with many firsts to its credit, has revolutionized heart care in India. It has a market share close to 15 per cent in the cardiac sector, has successfully completed 70,000 surgeries and has given insurance to over four million farmers through its microinsurance scheme. Its motto, “caring with compassion,” is its guiding philosophy and the telemedicine network set up at NH has been able...Starting at €8.20
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Prabhu Murthy Industries: To Trust or Not to Trust
Mrunal Chavda; Sandeep KajaCase IVEY-W33708-EFinanceOn July 15, 2022, the senior marketing manager of Prabhu Murthy Industries Limited participated in a high-priority meeting attended by all of the company’s executives to discuss a pressing issue. The company’s unstable financial position and disappointing results had tarnished its reputation among investors. The company had to quickly raise funds by promoting itself as a favourable investment option for the public and investors, and the senior ma...Starting at €8.20