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
-
Progressive Corporation: Variable Dividends
Luehrman, Timothy A.; Chia, BrendaCase HBS-209004-EFinanceTo maximize their effectiveness, color cases should be printed in color. In 2006, Progressive Corporation announced a change in its dividend policy. Henceforth, dividends would be paid annually rather than quarterly and, more important, would be set according to a formula that would result in considerably greater year-to-year variability than was the case historically. Under the new policy, dividends would be tied to the company's underwriting re...Starting at €8.20
-
Patanjali: Swadeshi Jeans or Foreign Shores
Rod E. White; Hari Bapuji; Marissa SanwaldCase IVEY-9B17M079-EEntrepreneurship, StrategyOver the past five years, Patanjali Ayurved Ltd. (Patanjali) had emerged as a major player in India's fast-moving consumer goods industry. Building on the capabilities of its two founders, the company had differentiated its products with a unique mix of Indian nationalism, yoga spiritualism, and natural/Ayurvedic ingredients. In combination with its low-price and low-cost position, this strategy had challenged the incumbent multinational and conv...Starting at €8.20
-
The Hertz Corporation (A), Teaching Note
Luehrman, Timothy A.Teaching Note HBS-209068-EFinanceThis Teaching Note should be provided in color Teaching Note for [208030].Starting at €0.00
-
Qantas: Which Route Out of the Turbulence
Nitin Pangarkar; Hari Bapuji; Braden LoaderCase IVEY-9B11M068-EStrategyIn May 2011, Alan Joyce, chief executive officer of Qantas Group, needed to think about the future strategy of the airline group. Over the past few years, it had launched a number of strategic initiatives to defend its current position and penetrate new markets and segments. Qantas had discontinued its first-class service on many flights, opting to bolster its business-class service instead. Its forays into the budget travel segment through Jetst...Starting at €8.20
-
Mattel and the Toy Recalls (A)
Hari Bapuji; Paul W. BeamishCase IVEY-9B08M010-EStrategyOn July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only...Starting at €8.20
-
Windermere Manor: Sustainability and Change
Chetan Joshi; Hari Bapuji; Ramasastry ChandrasekharCase IVEY-9B13C044-ELeadership and People Management, MarketingIn the hotel industry, the reuse of towels is considered a main step toward reducing hotels’ high carbon footprint. Windermere Manor, a private, high-end hotel, has established a routine to encourage its guests to reuse towels; however, the hotel’s towel-replacement rate exceeds its towel-reuse rate. The intended routine for identifying towels for reuse is not being followed, even by the hotels’ own housekeeping staff. The hotel's general manager...Starting at €8.20
-
Relying On External Knowledge For Competitive Advantage: Why It Might Not Work
Hari Bapuji; David Loree; Mary M. CrossanArticle IVEY-9B11TC05-EStrategyMany managers believe that the acquisition and application of knowledge from external sources will have a clear impact on firm performance and innovation, yet little research exists that helps managers determine the impact of that knowledge. This article seeks to examine whether the use of external knowledge delivers the competitive advantage often claimed. It explains that the outcome of using external knowledge sources may not be positive, and ...Starting at €8.20
-
Occupy, Economic Inequality, and Business Initiatives: Insights from India
Hari Bapuji; Suhaib RiazArticle IVEY-9B12TA02-EStrategy“Occupy” movements highlighting economic inequality, such as Occupy Wall Street, have quickly spread around the world. But they have not appeared in several countries, with one interesting example being India. How have businesses in India coped with the dual pressures of enhancing shareholder wealth leading to economic growth and operating in a society with a high level of inequality? Can businesses in the developed world learn from Indian enterp...Starting at €8.20
-
Nextel Partners: Put Option
Luehrman, Timothy A.; Scott, Douglas C.Case HBS-207128-EFinanceNextel Partners' shareholders have voted to exercise a put option that will require the company's largest shareholder, Sprint Nextel Corp., to purchase all the shares it does not already own. However, the put option does not stipulate a price to be paid, but rather a process involving third-party appraisers, who will set the sale price. This is so even though Nextel Partners is a publicly traded company. Raises issues regarding the definition and...Starting at €8.20
-
Aiming for the Top: iTOPS or India
Hari Bapuji; Balaji KokaCase IVEY-9B11M069-EStrategyIn August 2010, Phaneesh Murthy, chief executive officer of iGATE Global Solutions, was reflecting on the strategic options before him with regard to the future of iGATE. The options were two-fold. Should iGATE continue to focus on its traditional markets of North America and the European Union, or should it change track to focus on India? The U.S. and E.U. markets had been growing at less than four per cent since 2008, and this would likely cont...Starting at €8.20