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Cases with temporal coverage in year 2012

Displaying 1 - 10 of 25 results

Marico Bangladesh: Meeting the Value-Added Hair Oil (VAHO) Challenge

Discipline:
Aditya Shome is the executive director of Marico Bangladesh Limited (MBL) who has to chart the firm’s future strategy. MBL, whose parent company Marico is based in India, oversaw the rapid rise of the Parachute brand of coconut oil in Bangladesh. Within a decade of introduction to the Bangladesh...
S$6.00

Airport Retailing at Mondelez: The Launch of Toblerone Crunchy Almond in Asia

Discipline:
The case describes the challenges and opportunities of airport retailing in the confectionery category from both manufacturers’ and retailers’ perspectives. It is based in 2012, when Mondelez planned to launch a new flavour of its flagship brand, Toblerone, the first in 15 years, at Singapore,...
S$6.00

Tiger Airways: Incentivising Talent Through Compensation

It was November 2012 and Koay P.Y., CEO of Singapore-based low-cost carrier Tigerair, was putting together a compensation plan to be submitted to the Board’s Remuneration Committee. He had been in discussions with Ong Chee Mei, Chief Human Resources Officer, on key considerations of designing a...
S$6.00

Olam International: Sowing the Seeds of Humility throughout the Organisation

This case is set in November 2012, when Olam International, a Singapore-based agricultural supply chain company, was in the midst of a reputational crisis. An analyst firm had shorted Olam’s stock and raised red flags about the company’s solvency and accounting practices.
A poster boy for Singapore...
S$6.00

BreadTalk: Continuous Innovation to Keep the Brand Fresh

Discipline:
The BreadTalk Group was a leading Singapore-based bakery and restaurant chain, consisting of eight different brands that were sold across 15 countries in Asia. In a span of 12 years, it had become a premier lifestyle bakery brand in Southeast Asia, China and the Middle East, as well as a cherished...
S$6.00

7 Days Inn: An Entrepreneur’s Dilemma between Public and Private Ownership

Discipline:
Alex Zheng, co-chairman and CEO of 7 Days Inn, the second largest economy hotel chain in China, ponders over possible growth strategies for his company. Since its inception in 2005, 7 Days Inn had grown from a fledgling start-up to a leading budget hotel chain. In late 2009, despite the uncertain...
S$6.00

Quantine: Virtualising the Interview Process

The case is set in January 2012, and begins with Kenneth Yap, the founder of Quantine Pte Ltd, strategising on an effective growth plan for his company. Quantine is a job candidate pre-screening service provider specialised in asynchronous video interviews. In the three years since its inception,...
S$6.00

Dodla Dairy: Churning the Business of Milk in India

Discipline:
Dodla Dairy, a family owned dairy business based in the southern state of Andhra Pradesh, India, has successfully made its mark on the Indian liquid milk industry, but now needs to move to the next level. The company is considering a backward integration initiative into the dairy farming business,...
S$6.00

Launching W Singapore – Sentosa Cove: Starwood Hotel’s Digital Strategy to Drive Bookings

Discipline:
It is March 2012 and Janice Chan, the senior director of digital marketing and distribution for Starwood Asia Pacific Hotels, is responsible for delivering a digital marketing campaign strategy to the sales and marketing team at the W Singapore — Sentosa Cove. The hotel, which is set to open in...
S$6.00

Singapore Post: Transforming Mail Services in the Internet Age

This case is set in August 2012 about ten months after the ‘Ready for the Future’ (RTF) Transformation Programme was implemented at Singapore Post Limited (SingPost). The programme came in response to new challenges and opportunities that had arisen in the postal industry. The results have so far...
S$6.00

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