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Grofers: Re-Energizing Kirana Stores through M-Commerce
Reema Khurana; Susmi RoutrayCase IVEY-9B16M120-EStrategyIn 2014, the food and grocery industry in India experienced a surge in the online grocery market. Before that time, existing e-business players had largely avoided the online grocery market because of its complex logistics requirements and issues related to last-mile delivery, or reaching customers in remote areas. The rise of online grocery businesses raised concerns for brick-and-mortar stores, especially local kirana stores (corner stores), ab...Starting at €8.20
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The New M&A Playbook
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArticle HBS-R1103B-EStrategyCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Starting at €8.20
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Boston Consulting Group, The - Addendum to strategy consulting in Europe, 1997
Rodríguez-Llauder, María Dolores; Bølset, N.; Vilà, JoaquimCase DG-1268-EStrategyBrief description of the profile of this strategy consulting company, covering the following aspects: historical developments, current position in the industry, basic strategic choices, basic organizational design, performance measures and current company challenges. Intended to be used as a complementary material to the industry case DG-1194-E Strategy consulting in Europe - 1997.Starting at €8.20
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The New M&A Playbook (Spanish version)
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArticle HBS-R1103BStrategyCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Starting at €8.20
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M Power Micro Finance: Early Battle for Survival
Puran Singh; Bhargav Vishwanathan; Nupur Pavan BangCase IVEY-9B15M120-EEntrepreneurship, StrategyWhen M Power Micro Finance was founded in 2009 in the Indian state of Gujarat, a number of challenges in the microfinance market made it difficult for the company to survive. Just months after M Power’s founding, the microfinance industry was hit by a repayment crisis that eroded both profitability and confidence in the industry. With public sentiment turning against microfinance institutions, M Power’s bright growth prospects suddenly disappeare...Starting at €8.20
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Dr. M. L. Dhawale Trust Hospital - Towards Sustainability
Gayathri Sivaraman; Vasant SivaramanCase IVEY-9B10B010-EAccounting and Control, Finance, StrategyThis case deals with a rural charitable homeopathic hospital in the state of Maharashtra, India, set in the year 2008. The hospital, Dr. M. L. Dhawale Memorial Trust's Rural Homeopathic Hospital, is one among many clinics and hospitals run by the Dr. M. L. Dhawale Memorial Trust (MLDT). Dr. Navin Pawaskar, the head of the hospital, has to make recommendations to the management team to improve the profitability of the hospital and be financially s...Starting at €8.20
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Improving the Odds of M&A Success
Herd, Tom; Steger, Terry W.; Saksena, Arun K.Article HBS-U0809B-EStrategyDespite widespread economic uncertainty, the mergers and acquisitions market is heating up. While today's economic volatility adds extra risk, the hard truth is that, even in boom times, M&A deals often fall short of expectations. There are many reasons fStarting at €8.20
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China’s Joyson Group: A Unique Approach To M&A Integration
Rui Torres De Oliveria; Sandra Figueira; Daniel Rottig; Corene CrossinCase IVEY-W25174-EEntrepreneurship, StrategyIn January 2011, China-based Joyson Automotive Group (Joyson) acquired Preh GmbH (Preh), a German manufacturer of high-end automotive components. While Joyson had lower capabilities in areas such as management and engineering, it was able to ensure a succStarting at €8.20
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Harlequin Enterprises: Assessing e-Books
Rod E. White; Tony S. Frost; Ken MarkCase IVEY-9B14M027-EStrategyHarlequin Enterprises is a well-known publisher of women's fiction and the global leader in series romance fiction. In 2013, e-book penetration of romance fiction has exceeded 50 per cent of unit sales. The vice-president of strategy is trying to make sense of the e-book opportunity and threat. She is wondering what impact e-books would have on Harlequin's business model: its relationship with authors, distributors and competitors.Starting at €8.20
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Chunyu: The First Mover in Chinese M-Health Industry
Jingui Xie; Haji Suleman Ali; Feiyan Jia; Muhammad Adnan Zahid Chudhery; Bin DingCase IVEY-9B19M044-EEntrepreneurship, StrategyChunyu Yisheng (Chunyu) was the largest mobile health (m-health) application in China. Since its creation in July 2011, the application had focused on providing online medical information and consultations with professional doctors. Chunyu's business model was based on free and premium online health care services. In the first three years, Chunyu gained more experience than profits. The primary concern for the founder and chief executive officer ...Starting at €8.20