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www.dhonuk.com - Marketing Art in an Emerging Market
S. Ramesh Kumar; Shamit BagchiCase IVEY-9B11A019-EMarketingShamit Bagchi, owner of the online art company Dhonuk, recognized that art was a niche market in India. He wanted to utilize psychographics in order to better understand art buyers and properly position his company, so he undertook a survey of art consumers’ behaviour. He believed that through selecting the appropriate demographic segments, analyzing his competition, and using the behavioural insights of the survey, he could create the proper pla...Starting at €8.20
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Kalahut: Where is Art and Culture Needed Most
Alexandre Salmon; Nikhil Sant; Talissa Watson; Natalie Shields; Deeksha Neekhra; Aderimike Lala; Matthew ThomsonCase IVEY-9B21A013-EMarketingKalahut: The House of Arts (Kalahut) was an Indian e-commerce site that connected instructors specialized in traditional Indian arts and cultural forms with customers interested in these services. Since its launch in July 2020, it had mainly served customers in India; however, it had also seen modest engagement on social media platforms and its website from individuals outside of the current customer pool. As the COVID-19 pandemic had resulted in...Starting at €8.20
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Mithilasmita: Can Traditional Art Be Preserved Through Intellectual Property Protection Only
Ankur Joshi; S.K. TapasviCase IVEY-9B14M135-EEntrepreneurship, StrategyOn a visit to her ancestral village in India, an entrepreneur found that maintaining the sanctity of traditional Madhubani paintings was no longer something that artists considered worthwhile. In the name of contemporary art, the traditional style of this world-famous Indian art was being distorted. However, artists were willing to switch back to traditional techniques of creating art as long as their livelihood needs were met. In late 2010, Mith...Starting at €8.20
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Perna Arts: Managing the Complexity of Creativity and Commerce
Kajari MukherjeeCase IVEY-9B14M098-EStrategyPerna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategi...Starting at €8.20
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Aftertaste Foundation: Dignified Livelihood through Art
Vidur Dhabaria; Meena Galliara; Swati SisodiaCase IVEY-W25434-EEntrepreneurship, StrategyAftertaste Foundation (Aftertaste) was an organization that provided livelihood support to women living in the impoverished urban areas of Mumbai, India, who created sustainable handicrafts. Aftertaste was started in 2013 and initially employed three craftswomen. By 2021, the organization had expanded to two locations and had increased the number of craftswomen employed to 40. Aftertaste’s business model was focused on creating social impact by g...Starting at €8.20
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Aftertaste Foundation: Dignified Livelihood through Art - Teaching Note
Vidur Dhabaria; Meena Galliara; Swati SisodiaTeaching Note IVEY-W25435-EEntrepreneurship, StrategyTeaching note for product W25434.Starting at €0.00
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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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Statecraft: The Art, Science, and Illusion of Governing 2.4 Billion People: The Modern State in China and India
Khanna, TarunBook Chapter HBS-8052BC-EEntrepreneurshipThis chapter examines the evolution of the Chinese and Indian governments over the last half-century and the political legacies each country struggles with as it opens up to the twenty-first century. This chapter is excerpted from "Billions of Entrepreneurs: How China and India Are Reshaping Their Futures and Yours"Starting at €8.20
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Cinco pilares para hacer negocios en África
Mudida, Robert; Lago Esteban, AlejandroArticle ART-2670Economics, Service and Operations Management, StrategyÁfrica está cada vez más en el punto de mira de las empresas. Es la nueva frontera de los negocios, pero, como ocurre con otras regiones emergentes, los no iniciados necesitan un mapa. Este artículo presenta los cinco pilares de la actividad empresarial en el contexto africano. Tras detenerse en las principales tendencias macroeconómicas, los autores ofrecen una hoja de ruta para la entrada en los mercados del continente. La propuesta es fruto de...Starting at €8.20
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Luces, cámara, ¡colaboración!
IESE InsightArticle ART-2155Innovation and ChangeAunque Hollywood se lleva la fama, India produce casi el doble de películas y atrae a más espectadores. Sus grandes éxitos de taquilla son fruto de la colaboración de amplios equipos creativos. Para el actor indio Rahul Ravindran, trabajar en estos equipos exige don de gentes, capacidad para adaptarse al director y, en su caso, claro, aprenderse bien las coreografías.Starting at €8.20