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Ola (India): Building Customer Loyalty to App-Based Services - Teaching Note
Nupur Krishna; Ritu Srivastava; Parul GuptaTeaching Note IVEY-8B20A064-EMarketingTeaching note for product 9B20A064.Starting at €0.00
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Ola (India): Building Customer Loyalty to App-Based Services
Nupur Krishna; Ritu Srivastava; Parul GuptaCase IVEY-9B20A064-EEntrepreneurship, Marketing, StrategyOla Auto India (Ola) was the pioneer in cab aggregation services in India. In 2019, Ola needed to ensure that it remained the customer’s first choice for autorickshaw (auto) booking. Ola had so far faced moderate competition from small players, but competStarting at €8.20
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The 91-92 Phone Card: Launch and Reassessment
Agell, Pere; Segarra, José AntonioCase M-1023-EMarketingIn the early nineties, Telefónica of Spain foresees the imminent liberalization of the market and decides to promote public telephony with the launch of a calling card as a new means of payment in phone booths. The product was successful in neighboring countries, but it failed to take off in Spain. Coins are still preferred for 95% of calls. The reasons are unclear: bad segmentation, an unattractive product, excessive face value, low distribution...Starting at €8.20
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CEPSA-ENPETROL-ERT: Motor Lubricants (B)
Agell, Pere; Carrasco, M.; Segarra, José AntonioCase M-784-EMarketingStarting at €5.74
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CEPSA-ENPETROL-ERT: Motor Lubricants (A)
Agell, Pere; Carrasco, M.; Segarra, José AntonioCase M-783-EMarketingStarting at €8.20
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Tarjeta telefónica 1991-1992: Lanzamiento y reapreciación
Agell, Pere; Segarra, José AntonioCase M-1023MarketingA principios de la década de los noventa, Telefónica de España, adelantándose a la inminente liberalización de los mercados decide impulsar la telefonía pública con el lanzamiento de la tarjeta telefónica como nuevo medio de pago en cabinas. El producto ha sido un éxito en paises del entorno inmediato, pero en España no acaba de despegar... La moneda sigue siendo la opción mayoritaria utilizada en el 95% de ocasiones...Las razones no están claras...Starting at €8.20
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Caja Mediterránea de Ahorro (B)
García, David L.; Agell, Pere; Segarra, José AntonioCase M-1029MarketingLa Dirección de Caja Mediterránea de Ahorro debe interpretar una investigación de los clientes potenciales del área de Barcelona ciudad. Realizada en base al análisis conjunto. ¿Cómo está segmentado el mercado? ¿Qué volumen y características tiene cada uno de los segmentos?Starting at €5.74
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La tarjeta telefónica (B)
Agell, Pere; Segarra, José Antonio; James, J.Case M-1022MarketingStarting at €5.74
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El lanzamiento del Nissan Micra en Portugal
Agell, Pere; Baucells Alibés, Manel; Segarra, José AntonioCase M-977MarketingLA DIRECCION DE NISSAN EN PORTUGAL DEBE DECIDIR EL PRECIO A FIJAR PARA EL NUEVO NISSAN MICRA. PARA ELLO, REALIZA UNA INVESTIGACION COMERCIAL A LOS CLIENTES PRINCIPALES BASADA EN EL ANALISIS CONJUNTO. LOS RESULTADOS DE LA INVESTIGACION PERMITEN DIBUJAR UNA CURVA DE DEMANDA A DISTINTOS NIVELES DE PRECIOS. APARECEN DUDAS SOBRE LA METODOLOGIA DE INVESTIGACION Y LA INTERPRETACION DE LOS RESULTADOS.Starting at €8.20
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Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options
Bandinee Pradhan; Ritu Srivastava; Meeta DasguptaCase IVEY-9B18A003-EEntrepreneurship, MarketingIn December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed yout...Starting at €8.20