Esta web utiliza cookies técnicas, de personalización y de análisis, propias y de terceros, para anónimamente facilitarle la navegación y analizar estadísticas del uso de la web. Obtener más información
Resultados de búsqueda
-
HCL Technologies
Barbara L. Marcolin; Ramasastry ChandrasekharCaso IVEY-9B12E004-EDirección estratégica, Iniciativa emprendedora, Tecnologías de la informaciónIn 2011, HCLT ERS, a division of HCL Technologies, a global IT services corporation headquartered in New Delhi, India, had to devise next year’s plan for the Engineering Out Of The Box (EOOTB) business concept that it had initiated in 2009. EOOTB had facilitated the division’s ability to create “16 productized solutions” and to engage customers in new revenue services. The productized solutions were heavily reliant upon IT platform-based solution...Desde 8,20 €
-
HCL Technologies Infrastructure Services Division: Fuel for Growth
Sabyasachi Sinha; Naveen Kumar MalikCaso IVEY-9B20M004-EDirección estratégicaHCL Technologies Ltd. (HCL) was one of the big four information technology (IT) companies in India. The infrastructure services division (the company’s flagship revenue generator), had phenomenal growth over the years. However, by fiscal year 2015–16, the division was facing growth challenges. Market dynamics, including competition size and capability, client expectations, and the technology landscape, were all changing. The company was trying to...Desde 8,20 €
-
A & S Software: Evolving Business Models
Nittala Sreenivasa S. Sharma; Sangeeta Shah BharadwajCaso IVEY-9B14E026-EDirección estratégica, Tecnologías de la informaciónThe director of A & S Software Group was recalling his entrepreneurial journey. It was in August 2013, and over the past 16 years he had seen the evolution of the company’s flagship product — enterprise resource planning software for educational institutes — and a variety of business models associated with it. While the product strategy evolved through various stages, he had conceptualized Blue Print software as a tool to enable the rapid develop...Desde 8,20 €
-
ColoredCow: Creating New Milestones for Business Growth
Ritu Sharma; Sandeep PuriCaso IVEY-9B17M089-EDirección estratégica, Iniciativa emprendedoraIndian start-up firm ColoredCow achieved impressive growth in its first three years. In 2016, the company earned ₹725 million in net revenue, an increase of 140 per cent over the previous year. In early 2017, the company’s target for 2020 was very ambitious: its founder hoped to reach ₹2.5 billion in total revenues, which would be challenging for a company with only 16 employees and a multi-directional focus. ColoredCow's founder wanted to build ...Desde 8,20 €
-
Johnson Controls-Hitachi: Moving Out of the Core Product Range
Sandeep Puri; Shubham Sharma; Shivani UpadhyayCaso IVEY-9B17A029-EDirección estratégica, MarketingWith the quarter ending December 2016 closing on a sour note after a loss of ?79.7 million, Johnson Controls-Hitachi Air Conditioning India Limited found itself reassessing its business expansion strategies. The company’s stand-alone net profit in fiscal year 2015–16 was down 35.73 per cent from the previous fiscal year. Its launch of a new range of imported air purifiers in 2015 as part of its expansion plan may have hit an obstacle with the dip...Desde 8,20 €
-
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 €
-
AyurVAID: Grandma's Remedies or Blue Ocean Strategy
Samta Jain; Sunanda Easwaran; Murray J. BryantCaso IVEY-9B15M058-EDirección estratégica, Iniciativa emprendedoraAyurVAID is a chain of Ayurveda (traditional Hindu medicine) hospitals founded by Rajiv Vasudevan, who moved to entrepreneurship after 16 years in the corporate sector and identified Ayurveda’s potential for root-cause diagnosis. AyurVAID provides Ayurveda-based healthcare to treat non-communicable diseases and chronic diseases, which together comprise two-thirds of the Indian healthcare market. Ayurveda’s system of root-cause diagnosis and subse...Desde 8,20 €
-
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 €
-
Incredible India: Evolution of Brand India
Tripti Ghosh Sharma; Akshay Kumar; Samriddhee Khanna; Aditi Gupta; Karthik Govindarajan; Arpit AgarwalCaso IVEY-9B14A017-EDirección estratégica, MarketingIn 2013, the minister of state for tourism in India is contemplating the future of the “Incredible India” campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism o...Desde 8,20 €
-
Growth Strategies at SVC Bank
Gita A. Kumta; Vrinda KamatCaso IVEY-9B12M068-EDirección estratégica, Finanzas, Iniciativa emprendedoraPrimary co-operative banks in India located in semi-urban and urban areas, known as Urban Co-operative Banks (UCBs), were traditionally centered around communities and work place groups. The main business of these banks was lending to small borrowers and business houses but the scope of their operations had increased greatly. The case describes Shamrao Vithal Co-operative (SVC) Bank’s inorganic growth strategy through acquisition of weaker/loss-m...Desde 8,20 €