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Flipkart: Grappling with Product Returns
Sanjeev Prashar; Mukesh Kumar; Amit Kumar MukulCaso IVEY-9B18A045-EIniciativa emprendedora, MarketingIn June 2016, Indian e-commerce giant Flipkart Private Limited (Flipkart) faced a common issue among online retailers: the firm needed to optimize its product return rates to reduce losses caused by returns. Accordingly, Flipkart changed its return policy, including raising the commission fees charged to sellers by an average of 5 per cent. Many sellers resented the policy change, and more than 1,800 led an online protest against Flipkart, which ...Desde 8,20 €
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Somany Ceramics: Recruitment Challenges
Amitabh Deo Kodwani; Mukesh Kumar; Sanjeev PrasharCaso IVEY-9B18C025-EDirección estratégica, Liderazgo y Dirección de personasIn 2016, Somany Ceramics Limited (SCL), a ceramic tile manufacturing company in India, needed industry-ready workers to meet the company’s expansion plan; however, the whole ceramics industry was affected by a shortage of labour. Most of the technically competent ceramics and construction personnel in India preferred to work in the construction industry or join other sectors such as information technology. The company’s human resources team neede...Desde 8,20 €
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Deloitte and KPMG: The War for Talent
Sanjeev Prashar; Amitabh Deo Kodwani; Mukesh KumarCaso IVEY-9B17C023-EDirección estratégica, Liderazgo y Dirección de personasIn 2016, India witnessed an intense war for talent acquisition in consulting when Deloitte Touche Tohmatsu India LLP (Deloitte) poached 20 partners and their teams—around 300 people in total—from KPMG India (KPMG). Deloitte offered a higher compensation to attract KPMG executives and lured partners with a salary jump in proportion to the number of team members they could bring from KPMG. The rivalry between the firms was fuelled by their desire t...Desde 8,20 €
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When the Tone of an Email Went Wrong
Mukesh Kumar; Archana Parashar; Sanjeev PrasharCaso IVEY-9B16C013-EDirección estratégica, Liderazgo y Dirección de personasA tense situation arose in 2015 after a faculty member at the Premier School of Management in New Delhi, India, mistakenly emailed a test paper to a group email address that included the school’s students, faculty, and alumni. An alumna who received the email responded to the professor using the “reply to all” option. The tone of her email was considered to be disrespectful to the professor. The professor responded by sending his own “reply to al...Desde 8,20 €