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Cases covering India

Displaying 21 - 30 of 36 results

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

Microsoft IT India: A Journey in Business Model Transformation

by Indranil Bose, Ashish Jha, Havovi Joshi
Discipline:
Organisational Behaviour and Leadership, Human Resources Management
This case is set in July 2013, at the Microsoft IT (MSIT) – India headquarters in Hyderabad. In 2010, when Raj Biyani, as 12-year veteran from Microsoft Redmond takes over MSIT’s operations Hydrabad, he is faced with low morale and high attrition rates due to a fragmented organisational structure....
S$6.00

Gillette’s “Shave India Movement”: Razor Sharp against the Stubble

by Srinivas K. Reddy, Christopher Dula, Adina Wong
Discipline:
Marketing, Entrepreneurship and Innovation
This case won the Inclusive Business Models category at the EFMD Case Writing Competition 2014 and commended at the Emerald and SMU Case Competition 2013.
More details here.

This is a two-part case series. Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India,...
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

Made in India: Cisco Reroutes Innovation

by Srinivas K. Reddy, Havovi Joshi
Discipline:
Operations Management, Entrepreneurship and Innovation
This case describes the strategy adopted by Cisco India to develop the Advanced Services Router 901 (‘ASR 901’). It is part of a larger strategy by Cisco headquarters to understand what could be built in the developing markets for the developing markets, as opposed to products conceived with only...
S$6.00

Mysore Sandals Millennium: The Launch of India’s Most Expensive Soap

by Srinivas K. Reddy, Havovi Joshi
Discipline:
Marketing
Over the past decade or so, Karnataka Soaps and Detergents Ltd (KS&DL) – an Indian public sector enterprise – has observed a significant fall in its signature product’s brand image, Mysore Sandalwood. The company now aims to rebuild its overall image by launching their new, Mysore Sandals...
S$6.00

Rising from the Ashes: Satyam’s Story

by Tanvi Gautam
Discipline:
Communications
This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam goes into crisis mode following a revelation of financial fraud by its chairman. This results in a crisis not just for the company, its clients and employees – but the entire Indian IT...
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

‘Campus Connect’: An Infosys Program to Develop India’s Information Technology Ecosystem

by Arnoud De Meyer, Peter Williamson, Havovi Joshi, Christopher Dula
Discipline:
Human Resources Management
This case is set in April 2013, and discusses the key elements that have contributed to the success of Infosys Ltd’s Campus Connect Programme (CC) in developing India’s Information Technology talent over the past eight years. The CC programme is an industry-academia initiative that re-constructs...
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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