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Ekohealth: Developing Price Structures
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B14A057-EDirección estratégica, Iniciativa emprendedora, MarketingFounded in 2011 in Mumbai, India, Ekohealth Management Consultants Private Limited helped its subscribing members by negotiating bulk discounts with hospitals for all planned surgeries and reducing their monthly bills by suggesting low-cost generic drugs rather than expensive brand names. It ensured ethical health care practices by removing the referral fees doctors routinely demanded from hospitals, pathology clinics, pharmaceutical companies an...Desde 8,20 €
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Comedy Nights with Kapil: Maintaining Value Creation
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B14A056-EDirección estratégica, MarketingBy the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show t...Desde 8,20 €
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Nestlé's Maggi: Pricing and Repositioning a Recalled Product
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B16A025-EDirección estratégica, MarketingIn June 2015, the Indian food regulatory body, the Food Safety and Standards Authority of India, declared Nestlé’s brand of noodles, Maggi, unsafe for human consumption. Tested samples showed excess levels of lead and added monosodium glutamate. To retain the trust of consumers, Nestlé recalled Maggi from all store shelves in the country. Management was then grappling with an improved re-positioning strategy to help Nestlé retain its considerable...Desde 8,20 €
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Ludhiana City Bus Services Limited: Pricing for Profits
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B14A019-EDirección estratégica, MarketingLudhiana City Bus Service Limited (LCBSL) was created to improve the urban transportation system in the city of Ludhiana, India. As per the existing pricing strategy, bus fares (one of key revenue source for LCBSL) were set by the state government. LCBSL management was convinced that there was ample scope for raising the bus fares. The partial project implementation had been generating a return on capital of 1.9 per cent. To reduce this breakeven...Desde 8,20 €
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Malaysia Airlines: The Marketing Challenge after MH370 and MH17
Neeraj Pandey; Gaganpreet SinghCaso IVEY-9B15A028-EDirección estratégica, MarketingThe chief executive officer of Malaysia Airlines (MAS) had the daunting task of sustaining a business that had suffered the tragic loss of two of its airliners in a span of just four months. Prior to this, a US$392 million loss, as well as the inability to compete with lower-cost carriers, had posed a great challenge to MAS. Management was planning to initiate a cost-cutting strategy to manage pricing and the competitive challenges of the aviatio...Desde 8,20 €