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Case

Mercedes-Benz India

By Nicole R.D. Haggerty / Shankar Venkatagiri / Ramasastry Chandrasekhar

In December 2007, the management of Mercedes-Benz India (MBI), a fully owned subsidiary of Daimler AG, the 12th-largest automobile manufacturer in the world, has decided to relocate to a new facility near Pune in western India. In overseeing the installation of information technology (IT) infrastructure at the new premises, the company’s chief information officer (CIO) must deal with some managerial choices pertaining to IT architecture, IT tools, and IT skill sets of the company. Each choice involves several trade-offs. The CIO’s decision on each will have a major effect on the revenues, margins, and competitive positioning of MBI in the Indian automotive industry.

Collection: Ivey Business School (Canada)

Ref: IVEY-9B11E009-E

Format: PDF

Number of pages: 13

Publication Date: Jun 21, 2011

Language: English

Review date: May 27, 2011

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Description

Year: 2007

Geographic Setting: India

Learning Objective

This case can be used in courses on core management information systems, corporate social responsibility, and green IT. It seeks to: ·Help develop an understanding of relocating IT systems to a new manufacturing site. ·Highlight the trade-offs involved in the managerial decisions of a CIO.Demonstrate the uniqueness of IT resources in scaling up business volumes.

Mercedes-Benz India

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Mercedes-Benz India

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Mercedes-Benz India

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