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Gulabo Sitabo's OTT Debut: Disrupting Traditional Film Distribution
Amit Anand Tiwari, Samrat Gupta, Rohit Kumar SinghCase IVEY-W33832-EMarketing, StrategyIn 2020, the Indian film industry witnessed a significant rift between producers and exhibitors (cinema owners and multiplex chains) when the producers of the highly anticipated film Gulabo Sitabo opted for a direct digital premiere of the film on Amazon Prime Video, thereby bypassing a theatrical release. The decision angered exhibitors, who viewed over-the-top (OTT) platforms as threats to traditional cinema distribution. Concerns arose that ot...Starting at €8.20
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Mipuf.es: Managing for Growth
Villafuerte Martin, AntonioCase IIST-MI-153-E-EService and Operations ManagementIn January 2016, Francisco (aka Paco) Mirasol, director general and founder of MiPuf.es, which made over 70% of its sales through the online channel, was considering how to boost sales. Despite the significant growth achieved since its establishment in 2005, Paco noticed it had been slowing down over the last few months. He felt there were still opportunities both online and offline, but was not clear on which of these possibilities to prioritize...Starting at €8.20
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Wal-Mart Update, 2017
Yoffie, David B.; Baldwin, EricCase HBS-717468-EStrategyIn 2017 Wal-Mart was still the world's largest company, with over $480 billion in annual revenue and operations in 28 countries. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a mature U.S. market, it had looked to international sales as an engine of growth in the early 2010s, but international sales had also stagnated over the past few years. Wal-Mart's lead...Starting at €8.20
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Oakberry: The Gracia Store Decision
Soler, Edi; Eduardo Bork AlvoCase ASN-90-EDecision Analysis, Entrepreneurship, StrategyIn December 2019, just two days before his final MBA exams, Edison was contemplating if he should become a shareholder of an Oakberry franchise store in Barcelona. Oakberry was a one-product fast food chain specialized in healthy and natural drinks based on frozen açaí, a unique fruit from an Amazon palm tree. Three years after its launch in Brazil, the chain had more than 200 stores worldwide. He believed this entrepreneurial experience could be...Starting at €8.20
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Global Climate Coorperation and Conflict: Brazil and the Paris Agreement
Clark, Richard; Gaikwad, Nikhar; Scheve, KennethCase SGSB-P98-EEconomicsIt is March 2019, and Jair Bolsonaro, Brazil’s newly elected president, is deciding what to do about Brazil’s participation in the 2016 Paris Agreement on climate change. Bolsonaro must weigh the economic and political costs and benefits of taking drastic action to curb environmentalism and environmental protections in Brazil. Exiting from the Paris Agreement would provide far greater freedom to reboot Brazil’s economy, which is one of Bolsonaro’...Starting at €8.20
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MX Player: Content, Strategy, and Monetization of India’s Biggest Homegrown OTT (Streaming) Platform
Santosh Patra, Anushka KulkarniCase IVEY-W34304-EKnowledge and Communication, StrategyWhen the new chief executive officer joined MX Player, the video streaming business in India was undergoing a content boom and witnessing many changes due to shifting media consumption patterns and the penetration and exponential growth of Western video streaming platforms such as Netflix and Amazon Prime Video. The structure of the Indian video-streaming content and consumer market was changing, with global streaming platforms inadvertently segm...Starting at €8.20
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Improving Last-Mile Productivity at Paack
Markakis, Mihalis G.; Martínez de Albéniz, VictorCase OIT-17-EInformation Technologies, Service and Operations ManagementLast-mile delivery is by far the most operationally complex and costly part of logistics. Nevertheless, it has become a critical function of e-commerce in the last 20 years, particularly during the COVID-19 pandemic. A multitude of actors operate in the last-mile delivery space: first-party logistics companies, such as Amazon; third-party logistics companies, such as DHL; and fourth-party logistics (4PL) companies, many of them gig economy-based,...Starting at €8.20
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Flipkart: Grappling with Product Returns
Sanjeev Prashar; Mukesh Kumar; Amit Kumar MukulCase IVEY-9B18A045-EEntrepreneurship, 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 ...Starting at €8.20
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Cuna Mas: Peru's Early Childhood Program Struggles to Maintain Quality as It Scales Up
Datla, Anjani; Boatright Wilson, JulieCase HBS-KS1251-EEconomicsIn 2012, amid much fanfare, Peru's President Ollanta Humala launched an ambitious program on early childhood development called Cuna M s. The program, based on a successful home visiting intervention in Jamaica, was designed to improve the cognitive and emotional development of children below the age of three, living in poverty. The government's aim was to scale the program nationwide. Initially, despite the logistical challenges of reaching rur...Starting at €8.20
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BlazeClan Technologies: Cloud Computing Adoption in India
Easwar Krishna Iyer; Jayanthi RanjanCase IVEY-9B14E025-EInformation Technologies, StrategyWithin a few years of its establishment in 2010 by four young engineers in Pune, India, BlazeClan Technologies had prospered as a cloud solutions delivery company by providing true value to its customers in India and around the world. By 2014, though, the company was facing a long and slow sales cycle in the Indian market where businesses were hesitant to give up in-house data control to the cloud. Though the company invested a lot of marketing d...Starting at €8.20