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Paytm: Targeting More Pockets for Its Mobile Wallet
Sandeep Puri; Shivani Upadhyay; Siddharth Agarwal; Debasish ChatterjeeCase IVEY-9B16M026-EEntrepreneurship, StrategyPaytm enjoyed a position as the leader in India’s market for mobile wallets, a digital service that enabled payments to be made through mobile devices. Paytm’s major client, Uber, which developed and operated a smartphone-based, ride-hailing app as a way to compete with traditional taxi companies, had initially used Paytm’s mobile wallet as the sole payment mode for Uber rides in India. However, in 2015 Uber revised its payment policy by adding a...Starting at €8.20
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BigBasket.com
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B15M010-EStrategyIn India, customers were used to the idea of buying groceries in stores. BigBasket.com, India’s first online grocery retailer, was set to break this mindset. Customers were signing up at an aggressive rate based on word-of-mouth. With a commitment to provide a top-quality product assortment at competitive prices, BigBasket successfully provided last-mile delivery to customers across Bangalore, Hyderabad and Mumbai. While traditional brick and mor...Starting at €8.20
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Should Natco Explore the Out-Licensing Opportunity
Sandeep Puri; Swati Kapoor; Tanmay Mathur; Arshdeep KaurCase IVEY-9B15M072-EStrategyNew medicine launches in India had come down by nearly 80 per cent during the last six years. The risks associated with new-drug development were high, and for that reason, companies were considering buying the potential molecules in the early stages of development at comparatively cheaper rates. Apart from cutting costs, out-licensing provided opportunities for domestic players to enter into collaborations with global players. Now, with out-lice...Starting at €8.20
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Bharti Airtel's Airtel Zero: Violation of Net Neutrality
Susmi Routray; Boishampayan Chatterjee; Gunjan MalhotraCase IVEY-9B15M091-EStrategyIn April 2015, Bharti Airtel — India’s largest telecom provider and a leading global telecommunications company — launched Airtel Zero, an open marketing platform that would allow Airtel customers to access mobile applications with zero data charges. Application developers would pay Airtel to join the platform, but would in turn attract more users to their products. Immediately after its launch, Airtel Zero was subjected to severe criticism on th...Starting at €8.20
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Amul Dairy: Camel Milk Launch in India
Sandeep Puri; Brij Mohan Taneja; Pratibha Gupta; Anirudh MenonCase IVEY-9B16M020-EStrategyAmul Dairy, the market leader in the Indian milk industry, held its market position by pioneering several progressive initiatives and responding to consumer trends with continuous product development. Camel milk, a relatively new health-oriented dairy product, was being hailed as “white gold” and touted as a superfood in Australia and in some Western countries. Amul Dairy had an opportunity in 2015 to take advantage of changing consumer preferenc...Starting at €8.20
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Britannia Industries: Maintaining a Market Lead
Sandeep Puri; Siddhant Chhabra; Kunal PeshinCase IVEY-9B16M022-EStrategyIn 2015, Britannia Industries — India’s most recognized biscuit brand — had overtaken Parle as the market leader in the biscuit (cookie) category and faced stiff competition from Parle, ITC’s Sunfeast, and many regional competitors. Britannia had to devise a strategy that would allow it to further consolidate its leadership position without losing market share; increasing the price alone was not an option in this highly competitive market. What c...Starting at €8.20
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Rajghat Power House: The Economy or the Environment
Veena Keshav PailwarCase IVEY-9B16M089-EStrategyIn response to a recommendation at a government-sponsored power forum, Delhi’s aging and inefficient Rajghat Power House (RPH) was scheduled to close its doors. The coal-based plant had reached the end of its 25-year useful life, and its outdated equipment spewed toxins into Delhi’s air and water on a daily basis. Environmentalist bodies and power-distributing units in Delhi had made similar recommendations for the RPH’s closure over the years, a...Starting at €8.20
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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCase IVEY-9B16M108-EStrategyIn 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they ...Starting at €8.20
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Good Intentions Gone Awry at the National Kidney Foundation
Hwee Sing Khoo; Audrey Chia; Vivien K. G. LimCase IVEY-9B10M017-ELeadership and People Management, StrategyThis case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteeri...Starting at €8.20
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Nestlé India Limited: Maggi Noodles at War with the Regulators
Harvinder Singh; Rashmi Kumar Aggarwal; Rajinder Kaur; Rita GhialCase IVEY-9B16M034-EStrategyOn May 21, 2015, food inspectors in the North Indian state of Uttar Pradesh tested Maggi instant noodles that had been manufactured by Nestlé India Limited. Their results led them to declare that the samples contained higher-than-permissible levels of monosodium glutamate and lead — substances that could, at those levels, potentially cause harm to consumers. The well-known brand accounted for 26 per cent of Nestlé India Limited’s annual revenue, ...Starting at €8.20