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mjunction: The Branding Dilemma
Sanjeev Tripathi; Mahul BrahmaCaso IVEY-9B19A058-EDirección estratégica, MarketingBy mid-2019, more than the 18 years since its inception, mjunction had grown to become India's largest e-commerce player and the world's largest e-marketplace for steel. The company had extended its presence to multiple business units, such as coaljunctioDesde 8,20 €
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Magic Bus: From Childhood to Livelihood
Rangan, V. Kasturi; Gandhi, Vikram; Raina, Anjali; Chawla, RachnaCaso HBS-518005-EFounded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like...Desde 8,20 €
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Boosting Boost: Charting Growth Opportunities
Jaydeep Mukherjee; Sriram PadmanabhanCaso IVEY-9B15A003-EDirección estratégica, MarketingThe general manager of GlaxoSmithKline India has been tasked to increase annual sales of the health food drink Boost to upwards of 18 per cent, without any significant change in contribution margins.Repositioning the brand could increase the size of the target market, but may also jeopardize the brand’s sharply defined positioning. Attempting expansion of the distribution network, where the competition is strong and deeply entrenched, might strai...Desde 8,20 €
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Agarwal Packers and Movers Limited: Relocating Emotions
Anupama PrasharCaso IVEY-9B19A003-EIniciativa emprendedora, MarketingIn September 2018, the leadership team of Agarwal Packers and Movers Limited (APML) gathered for a meeting at the company’s headquarters, located in the heart of New Delhi, India. The founder was considering whether the company should go public by the end of 2019. Since APML’s inception in 1987, the team had worked hard to create a healthy brand recall, establish customer loyalty, and build a robust financial base. However, in the 18 months leadi...Desde 8,20 €
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iGATE Corporation: Toxic Talent and Organizational Resilience
Nidhi S. Bisht; Jyotsna BhatnagarCaso IVEY-9B17C002-EDirección estratégica, Liderazgo y Dirección de personasIn May 2013, iGATE Corporation suffered a major blow after terminating its president and chief executive officer, Phaneesh Murthy, as a result of allegations of sexual harassment. Murthy had previously been forced to step down from Infosys Limited for similar reasons. After Murthy’s unceremonious exit, iGATE struggled to fill its top leadership position. Finally, in September 2013, a new chief executive took over and outlined a plan of action tha...Desde 8,20 €
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JSW Steel: Shared Value at Vijayanagar Steel Plant
Sandeep Goyal; Amit Kapoor; Wilfried AulburCaso IVEY-9B17M065-EDirección estratégica, Iniciativa emprendedoraBy 2015, JSW Steel Limited had established itself as one of India’s leading steel producers. Since 2002, it had increased its capacity from 1.6 million tons per annum (MTPA) to 18.0 MTPA at a compound annual growth rate (CAGR) of 18 per cent; increased production from 1.30 MTPA to 12.36 MTPA at a CAGR of 19 per cent; and increased market capitalization by 59 times, from US$79.26 million to US$4.676 billion. The company’s innovative shared-value a...Desde 8,20 €
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Low-cost Carriers in India: SpiceJet's Perspective
Sanjeev Prashar; Adeshwar Raja Balaji Prasad; Parasaran VS; Vijay Kumar Venna; Sashikanth YenikaCaso IVEY-9B12M063-EDirección estratégicaThis case discusses the emergence of low-cost carriers (LCCs) in India in relation to the growth of the Indian aviation industry and the subsequent fall of the LCCs into financial loss. The LCCs became important for value-adding and cost-cutting alternatives in corporate business travel. Before the 2008 global economic crisis, domestic air traffic LCCs recorded a compound annual passenger growth rate of 18 per cent. Among the many low-cost airlin...Desde 8,20 €
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Zomato: An Ignorant Customer Communication Mistake or a National Issue?
RANJAN KUMARCaso IVEY-W29862-EConocimiento y comunicación, Dirección estratégicaOn October 18, 2021 a Zomato app user wanted a refund for a missing item in his online food service order and contacted the company’s customer care agent over Twitter. The customer was from the southern Indian state of Tamil Nadu, where Tamil was the native language and a matter of parochial pride. What had started as a minor food order detail escalated into an online nationwide language debate with the accompanying hashtag #Reject_Zomato. The en...Desde 8,20 €
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Voot: Digital Commerce in the World of Connected Screens
Avinash Kapoor; Bandinee PradhanCaso IVEY-9B18A051-EDirección estratégica, MarketingIn early 2017, Voot was one of India’s popular video-on-demand (VOD) service providers of movies and television series. By that time, more than 50 million users had installed the application on the Android mobile platform alone. Voot’s parent company, Viacom18 Media Pvt. Ltd. (Viacom 18), was popular for its television channels Rishtey, Colors, MTV, VH1, Nickelodeon, and Comedy Central India. Due to a rise in VOD service providers and a growing n...Desde 8,20 €
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Grace Castings Ltd.: Contemplating Backward Integration
Chitra SinglaCaso IVEY-9B19M059-EDirección estratégica, Iniciativa emprendedoraIn August 2018, the managing director of Grace Castings Ltd. (GCL) was preparing for an upcoming board meeting. At the meeting, which was expected to take place at the company’s head office in Ahmedabad, India, he planned to present the strategic plan for GCL’s future expansion as well as chart the company’s direction. GLC was a small mill that manufactured steel products, including structural bars, thermomechanically treated bars, angles, and ch...Desde 8,20 €