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Mahindra & Mahindra Ltd.: Racing Towards Creative Disruptions
Nadeem Rizvi; Rojers P. JosephCaso IVEY-W24488-EDirección estratégicaMahindra & Mahindra Ltd. (M&M), an Indian automotive giant, was pursuing strategies to retain the leading position in the domestic automotive space. Traditionally an SUV manufacturer, M&M created a new vertical—Advanced Technology Solutions (ATS)—to spearhead technology development as a means of competing with the multinational companies entering India. ATS’s technology pursuits had already translated into several successful products; however, by...Desde 8,20 €
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Digital Publishing: Pothi.com
Rojers P. Joseph; Shishir K. JhaCaso IVEY-9B12M037-EDirección estratégica, MarketingPothi.com was a start-up publishing platform that offered print-on-demand (POD) self-publishing services for customers in the Indian market. In 2008, Pothi was launched during a digital transformation that gripped the worldwide publishing industry. Though Pothi had made steady progress in the two years it had been operating as a POD platform, the future remained uncertain, given that POD was a fairly new concept in India and that the country’s pu...Desde 8,20 €
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Guardian Lifecare: Customer Centricity as a Value Proposition
Swarup Kumar Dutta; Rojers P. JosephCaso IVEY-9B17A028-EDirección estratégica, Iniciativa emprendedora, MarketingIn December 2014, Guardian Lifecare Private Limited (Guardian), a pharmacy retail chain in India, was looking for ways to maintain its high growth in India’s emerging market. Riding a surge of growth in organized retailing, Guardian had become the second-largest player in the Indian pharmaceutical retail market within a decade of its launch. This market had been plagued by several structural weaknesses such as widespread sales of spurious and sub...Desde 8,20 €
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Por qué no intentamos ser la compa a más respetada de India
Murthy, N.R. Narayana; Raman, Anand P.Artículo HBS-R1111DConocimiento y comunicaciónPuede que no parece ser uno, pero es bastante Murthy la contraria. En un momento en que pocos indios dicen que podrían convertirse en empresarios, fundó Infosys con sólo $ 1.000. Cuando nadie cree que la India podría competir en el campo de alta tecnología, se atrevió a desarrollar servicios de software para la exportación. En una época en que casi nadie en la India llevó a cabo negocios de manera ética, que se dispuso a crear una sociedad basada...Desde 8,20 €
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"Why Don't We Try to Be India's Most Respected Company"
Murthy, N.R. Narayana; Raman, Anand P.Artículo HBS-R1111D-EHe may not appear to be one, but Murthy is quite the contrarian. At a time when few Indians felt they could become entrepreneurs, he founded Infosys with just $1,000. When no one believed that India could compete in the high tech arena, he dared to develop software services for export. In an era when hardly anyone in India conducted business ethically, he set out to create a values-based corporation. Over his 30-year tenure, Murthy has largely su...Desde 8,20 €