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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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Harley-Davidson India
Sanjeev Prashar; Jagadeesh Kumar V; Lokesh HaridossCaso IVEY-9B12A052-EDirección estratégica, MarketingThe case examines Harley-Davidson’s decision to enter the Indian market. Due to India’s rapidly growing economy and its swelling base of high-net-worth consumers, numerous luxury product companies lined up to enter India. The case enumerates the factors that such firms should take into account when selecting new markets to enter. Also discussed are the various post-marketing issues Harley-Davidson faced in India after its entry and the resolution...Desde 8,20 €
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Maruti Suzuki India Limited: Marketing
Sanjeev Prashar; Harvinder Singh; Anshu KatiyarCaso IVEY-9B13A001-EDirección estratégica, MarketingMaruti Suzuki India Limited, India’s largest car manufacturer and the only company in that country to have crossed the 10 million sales mark, was struggling with labour problems in one of its manufacturing units. As a result, it was rapidly losing its market share to competitors and its position as market leader was at stake. The strike not only damaged property at the plant and caused one death and hundreds of injuries, it also heavily impacted ...Desde 8,20 €
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Jaypee Cement: Amalgamation of Two Brands
Sanjeev Prashar; Soumil VinayakCaso IVEY-9B12A006-EDirección estratégica, MarketingIn 2009, when the Indian cement market was strong, major Indian players were preparing to move from a regional emphasis to pan-India penetration. To become a national player, Jaiprakash Associates Limited grew through acquisitions and setting up new plants. To strengthen its position, the company decided to move from a multiple-brand cement portfolio to a single-brand entity. It merged its two existing brands of cement, Buniyad Jaypee Cement and ...Desde 8,20 €
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Apple iPad in India: Was There a Way Out
Sanjeev Prashar; Adeshwar Raja Balaji Prasad; Parasaran VS; Vijay Kumar VennaCaso IVEY-9B12A009-EDirección estratégica, MarketingThis case considers Apple’s entry into the Indian tablet PC market. In spite of stiff competition, Apple’s iPad had invariably become the market leader in many countries across the world. However, Samsung and RIM had surpassed its market share in India. This case offers students a unique opportunity to understand the reality of entering a new market and losing the coveted market leader position.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 €
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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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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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Kaps Ice Cream: Should It Enter the Premium Segment
T. Sai Vijay; Sanjeev Prashar; Vinita SahayCaso IVEY-9B16A041-EDirección estratégica, Iniciativa emprendedora, MarketingOn November 1, 2015, the four founders of Kaps Foods India Private Limited (Kaps) invited external business consultants to a business strategy meeting. The ice cream industry was moving toward the premium segment of the market, and Kaps was eager to move out of its stagnant phase. However, two of the four founders were skeptical about the acceptance of the Kaps brand in the higher-end market. They believed that the market would always consider Ka...Desde 8,20 €
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Telenor's Dilemma: The 2G Spectrum Scam in India
Sanjeev Prashar; Adeshwar Raja Balaji Prasad; Parasaran VS; Vijay Kumar VennaCaso IVEY-9B12M088-EDirección estratégicaIn 2008 the Supreme Court of India revoked the 2G spectrum licences issued to many local and international companies because of major violations in the granting procedure by the Telecom Ministry. One of the worst affected companies was Norway’s Telenor communications company, which was involved with a local company in a joint venture, Uninor, which had all of its licences cancelled. The case provides students an opportunity to assess and understa...Desde 8,20 €