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Marsh USA Inc.: Challenges of Pandemic Insurance in a COVID-19 World
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B21M012-EStrategyIn 2018, Marsh USA Inc. (Marsh), an insurance company based in New York, launched an innovative pandemic insurance product called PathogenRX. However, until the outbreak of the COVID-19 pandemic in 2020, there was no demand for the product. During the pandemic, some US businesses attempted to claim benefits for business interruption losses from their insurers but were denied because their policies did not cover pandemic losses. Unlike other catas...Starting at €8.20
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The WeWork Company: Internationalization of a Born Global Firm
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B20M045-EEntrepreneurship, StrategyThe case discusses the international expansion strategy of The WeWork Company (WeWork), a co-working space company. In the United States and Europe, the expansion of WeWork occurred through greenfield investment; membership focus was on freelancers and entrepreneurs. In Asian markets such as India, where WeWork entered through a joint venture, enterprise customers were the revenue generators. In June 2019, a co-founder of WeWork considered buying...Starting at €8.20
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Elon Musk: Saving the Fate of Tesla
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B19C009-ELeadership and People ManagementIn 2018, Tesla Inc. was one of the highest-valued automobile companies in the United States—despite never reporting profits. Although Elon Musk, the founder and chief executive officer of Tesla Inc., was appreciated for his vision, learning capabilities, active presence on social media, and dedication, he was also criticized for his leadership style and controversial tweets regarding the privatization of the company. Analysts and short sellers be...Starting at €8.20
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Microsoft: Focusing on the Healthcare Vertical
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B21M004-EStrategyBy January 2020, Microsoft Corporation’s (Microsoft’s) Microsoft for Health healthcare vertical had become the company’s most important vertical. Microsoft’s chief executive officer, Satya Nadella, wanted the company to be viewed as a strategic partner ofStarting at €8.20
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Value Innovation By Chobani
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B16M180-EEntrepreneurship, StrategyFounded in 2005, Greek yogourt maker Chobani used value innovation to become the number one yogourt brand in the United States by 2011. However, due to some internal problems such as a lack of seasoned professionals and financial resources, and external factors such as competition and decline in demand, Chobani lost its market share to competitors starting in early 2013. With help from a private venture firm, Chobani took several steps to turn th...Starting at €8.20
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Eastman Kodak Company: Reviving Through Diversification
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B21M018-EStrategyIn July 2020, Eastman Kodak Company (Kodak) received a US$765 million loan from the US federal government for drug component manufacturing. Kodak's chief executive officer (CEO) was confident about the company's ability to excel in the pharmaceutical industry. However, critics cited several concerns, such as workforce availability and Kodak's lack of experience in the pharma business. The CEO believed that Kodak’s expertise in advanced chemicals ...Starting at €8.20
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Moderna: In Search of a Competitive Edge in the COVID-19 Vaccine Race
Saurabh Bhattacharya; Arpita AgnihotriCase IVEY-9B21M058-EMarketing, StrategyModerna, Inc. (Moderna), a US biotech start-up, was a contender in the race to develop a COVID-19 vaccine. On November 23, 2020, Moderna announced success in the third-stage clinical trial of its COVID-19 vaccine, soon after larger rival Pfizer Inc. (Pfizer), partnering with BioNTech SE, had reported the successful clinical trial results of its own vaccine. However, large-scale vaccine production was a challenge for Moderna, and its chief executi...Starting at €8.20
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Indus OS: Revolution Through Incremental Innovation
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B17M074-EEntrepreneurship, StrategyFounded in May 2008 in India, Indus OS (previously known as Firstouch) understood the latent language needs of 90 per cent of Indian consumers, a need that prevented users from switching from their basic-feature phones to smartphones. Through incremental innovation of the open Android system, Indus OS launched the world’s first smartphone operating system that had the ability to function in 12 of India’s regional languages. Through strategic part...Starting at €8.20
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Patanjali Ayurved Limited: Disruption or Innovation
Saurabh Bhattacharya; Arpita AgnihotriCase IVEY-9B16M196-EMarketing, StrategyIn 2012, the founder of Patanjali Ayurved Limited (PAL) and his associate were leveraging a unique business model by venturing into the fast-moving consumer goods sector in India. By March 2016, PAL had become the fourth-largest company in this highly competitive industry and was planning to become the market leader by 2020. Through its low-priced herbal and Ayurvedic products, PAL occupied a unique white space in the already existing strategic g...Starting at €8.20
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SpaceX: Starlink’s Uncertain Demand Trajectory
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B21A004-EMarketingElon R. Musk, founder and chief executive officer (CEO) of Space Exploration Technologies Corp. (SpaceX), was on a mission to provide people in rural and remote areas with affordable, reliable Internet access. Starlink-a constellation of 12,000 satellites to be launched into low Earth orbit (LEO)-was to provide a seamless web of high-speed, low-latency Internet access to anyone with a coordinating ground station. If revenue from the project mater...Starting at €8.20