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Cases by Sarita Mathur

Displaying 11 - 19 of 19 results

Rainmaker Labs: Commercialising a Great Idea

by Arcot Desai Narasimhalu, Sarita Mathur, Adina Wong
Discipline:
Strategy, Operations Management, Entrepreneurship and Innovation
In September 2013, Alex Leong, co-founder of Rainmaker Labs, considers where to invest the limited resources available to his technology start-up company in order to grow the business. Earlier that year, Rainmaker Labs launched ShopGuru, a mobile shopping application that enables users to earn and...
S$6.00

Guns and Roses: Educating Educators through Peer Coaching Programmes

by Tan Swee Liang, Michael Netzley, Sarita Mathur
Discipline:
Organisational Behaviour and Leadership
This case is a two-part series on the value of faculty teaching forums and peer coaching programmes in resolving conflicting pedagogical philosophies.
Case A is set in September 2009, shortly after James Nelson, assistant professor at Singapore Management University sought guidance from practice...
S$6.00

Innova Technology: Seeking a Market for Anti-loss Devices

by Arcot Desai Narasimhalu, Sarita Mathur, Adina Wong
Discipline:
Operations Management, Marketing, Entrepreneurship and Innovation
This case is the first part of a two-part series on Innova Technology. Case A is set in May 2012, when Rick Tan, CEO of Innova Technology, a technology start-up company based in Singapore, is deciding a go-to-market strategy for PROTAG, a new anti-loss device. Through Bluetooth technology, this...
S$6.00

Actis: Private Equity Investments in a Capricious Market

by Meng Ann Lim, Sarita Mathur
Discipline:
Strategy, Finance
This case is set in September 2008, and begins with Joseph Li, the investment principal of Actis in China, a global private equity firm, preparing to present an investment proposal for 7 Days Inn, the fourth largest budget hotel chain in China, to the Investment Committee (IC). Just a day before...
S$6.00

Asia Pacific Breweries: A Big Gulp for Heineken?

by Stephen Wyatt, Sarita Mathur
Discipline:
Strategy
This case is set in December 2012, shortly after the acquisition of Asia Pacific Breweries Limited (APB) by Heineken N.V. APB is one of the largest brewers in Asia Pacific with a market footprint in 14 countries. This made it an attractive acquisition target for suitors such as Heineken, a global...
S$6.00

Groupon India: The Great Onion Digital Sale

by Srinivas K. Reddy, Sarita Mathur, Meghana Vasisht
Discipline:
Marketing
The case looks at the impact of an innovative digital marketing campaign to bring in new customers and increase brand awareness and recognition. In September 2013, Groupon India, a local e-commerce marketplace, decides to sell onions online. The price of onions in India has been rising sharply...
S$6.00

GVK EMRI: Social Entrepreneurship and Innovation in Emergency Medical Response

by Srinivas K. Reddy, Sarita Mathur
Discipline:
Strategy, Public-Private Partnerships, Operations Management, Ethics and Social Responsibility
SEMRI is the first not-for-profit public private partnership (PPP) arrangement in the healthcare sector in India. From its modest beginnings of providing emergency response services with 15 ambulances in a single city, EMRI grew its operations across 8 states to 1,550 ambulances serving 366 million...
S$6.00

Brewing the Perfect Blend: Starbucks Enters India

by Philip Zerrillo, Sarita Mathur, Havovi Joshi
Discipline:
Strategy
In January 2012, Starbucks enters into a 50:50 joint venture with Tata Global Beverages Limited (TGBL), under which Starbucks will own and operate outlet stores in Mumbai. TGBL has a strong reputation and presence throughout the entire coffee production chain — growing, roasting and trading — that...
S$6.00

Novartis Loses Patent Battle In India: Time to Realign the Business Model to Emerging Markets?

by Srinivas K. Reddy, David Llewelyn, Sarita Mathur
Discipline:
Marketing, Ethics and Social Responsibility
On April 1, 2013, the Supreme Court of India rejects Novartis’ patent application for its cancer treatment drug, Glivec. Many share the opinion that Indians should have access to cheaper generic alternatives for life-saving drugs and that multinational pharmaceutical companies should not be allowed...
S$6.00

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