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Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCase IVEY-9B14M145-EEntrepreneurship, StrategyIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Starting at €8.20
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Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCase IVEY-9B11M075-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Starting at €8.20
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Long Wang Sha Tan Ku Company
Peter C. Bell; Anna Galica; Vincent Fung; Lothair Ling; Pik-Kei Osburga ChanCase IVEY-9B09E008-ECorporate Governance, StrategyThe chief operation officer (COO) of Long Wang Sha Tan Ku Company, a boardshorts manufacturer based in Shanghai, China, was expected to present a plan to improve the company's profitability through adjustments to the company's operations. There were at least three possible paths to increase profitability. First, reviewing how production was scheduled between the company's two manufacturing facilities. Second, since the company operated at capacit...Starting at €8.20
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Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCase IVEY-9B11C037-EEntrepreneurship, Leadership and People Management, StrategyMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Starting at €8.20
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India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCase IVEY-9B11M084-EEntrepreneurship, StrategyThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Starting at €8.20
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DD Traders: Sourcing for DEMDACO
Peter C. Bell; Carolyn Glasow; Julia HoCase IVEY-9B11E035-ECorporate Governance, StrategyDD Traders was the Asian branch of DEMDACO, a privately held company that wholesaled unique gift products that were marketed and distributed to the specialty retail channel in the United States and some international markets. Carolyn Glasow recognized an opportunity to leverage a quantitative approach to sourcing future allocations across vendors that would also improve the short-term demand transparency that was provided to the company’s key bus...Starting at €8.20
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Intel Asia-Pacific: The Catch & Win Campaign
Peter C. Bell; John Lyons; Peter Dingle; Ash SupersadCase IVEY-9B13E023-ECorporate Governance, StrategyThe head of Data Marketing Analytics and Mobile for Intel Asia-Pacific was reviewing the proposed media plan for the Catch & Win 2.0 campaign. The media purchase needed to be finalized quickly in order to be included in the current quarter’s budget, but he could not help feeling that the proposed spend across the markets and advertising types could be used more effectively. He thought that the key was to use the company’s own experience and data ...Starting at €8.20
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Havells India: The Sylvania Acquisition Decision
Charles Dhanaraj; Kavil Ramachandran; Swetha DasariCase IVEY-9B09M089-EEntrepreneurship, StrategyThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides...Starting at €8.20
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Professionalization of Ujwal Bharati
Kavil RamachandranCase IVEY-9B10M036-EEntrepreneurship, StrategyThe case considers the dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business in India. Among other issues related to corporate and family governance, he has to decide whether to retain his non-family CEO or not.This case was written in the context of the major efforts made by mid-size Indian family businesses in recent years to professionalize their operations. While the director appreciate...Starting at €8.20
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Sinofert Holdings Limited: Urea Distribution Planning
Peter C. Bell; Mehmet A. Begen; Duan Changshan; Fiona Yiu; Jeremy ChengCase IVEY-9B13E027-ECorporate Governance, StrategySinofert Holdings Limited, the largest comprehensive fertilizer enterprise in China, is trying to improve the profitability of its urea business. The company has invested a great deal of time and money but still reported losses in 2007 and 2009 and only a small profit in 2008. Sinofert both manufactures urea and purchases it from external suppliers, as well as distributing it to the provinces. Manufacturing costs, transportation costs, market pri...Starting at €8.20