Reference No: STR0491Pages: 9Published on: 27, March, 2025
Abstract: In 2016, Mankastu, an Indian company, entered into a memorandum of understanding (MoU) with Hong Kong–based AirVisual. The MoU would allow Mankastu to distribute AirVisual’s air quality monitors and purifiers in India. However, when the Swiss company, IQAir, took control of AirVisual, it decided to not honour the existing ... More
Reference No: MAR0385(A)Pages: 22Published on: 17, August, 2007
Abstract: CavinKare Private Limited has emerged as an important player in the Indian fast moving consumer goods market. It has not only survived cut-throat competition from formidable multinational companies, but also has recorded sustained high growth over the years. Its business model has included converting important consumer insights into superior products, ... More
Reference No: OB0204(B)Pages: 37Published on: 19, August, 2008
Abstract: In May 2005, the Wilh Wilhelmsen (WW) group took the decision of acquiring Unitor. The price was settled at 73.5 NOK. Despite obvious complementarity, it wasn't an easy decision. The acquisition had posed major challenges due to diversity in geographies, systems, products and markets. It was anticipated that this move would, mainly, ... More
Reference No: CISG0117Pages: 33Published on: 14, November, 2011
Abstract: Take Solutions, Middle East and Africa (TSMEA) was a joint venture owned by the Aldamer family from Saudi Arabia, TSL from India and WJ Towell Group from Oman. TSMEA was a distributor, system integrator and after sales service provider to Intermec handheld computers in the Direct Store Delivery (DSD) segment ... More
Reference No: PROD0316Pages: 10Published on: 8, January, 2018
Abstract: Takshshila, the owner of Sandwichworkz, a trendy restaurant in Ahmedabad, India, is worried about the diminishing profitability of her restaurant. Recent promotional offers have increased the footfall, but not profitability. To address this issue, she knew she had to optimize and redesign their menu. She also realizes that to properly ... More
Reference No: CMA0663TECPages: 8Published on: 1, January, 1988
Abstract: The note elaborates concepts of power and leadership. Power is the person's (a) ability to influence another person, (b) because A possess certain qualities which are his source of power and B values A's power resources. These provide motive bases of power. There are two components of the sources of ... More
Reference No: STR0458(A)Pages: 7Published on: 16, March, 2021
Abstract: The three cases provide a longitudinal account of the transformation of the Human Resource (HR) division of Mahindra’s Automotive and Farm Equipment Sector (AFS). An aspirational nudge from the Managing Director about the need for a more strategic HR role triggered the transformation exercise. The follow-up diagnostic study revealed ... More
Reference No: BP0319(B)Pages: 23Published on: 14, February, 2007
Abstract: This case is a sequel to Thermax (A). It describes strategy formulation and implementation associated with decisions over investment and internationalization after the firm raised capital through an Initial Public Offering (IPO). While resolving top management succession issues, the firm finds itself in a business downturn that sharply erodes its ... More
Reference No: BP0319(C)Pages: 29Published on: 1, December, 2010
Abstract: The case describes the turnaround of Thermax Limited and risk management after growth stall and an organisational crisis requiring evaluation and restructuring of the business portfolio. The conflicts between sustainable growth and shareholder value are addressed through selective internationalisation, new collaborations for innovations in disruptive technologies and strategic management of ... More
Reference No: PSG0107Pages: 13Published on: 1, January, 2009
Abstract: The top management of MPSEZ met to decide on the final price band of its public issue, which was the first of its kind in India. While the lead underwriter had suggested a price band of Rs. 400-440, the company officials were not very sure about the same. It was ... More
Reference No: OB0249(A)Pages: 4Published on: 26, June, 2025
Abstract: Part A explores the struggles of a CLO in a fast-growing organization where they have to balance risk and caution in decision-making. Within the top management team, the CLO’s call for cautious decision making is considered an impediment by other team members within the CXO level team. ... More
Reference No: CMA0786TECPages: 14Published on: 1, January, 2000
Abstract: This note deals with (a) the theory of leading inputs, (b) irrigation potential, its development and utilization under successive five years plans, (c) the size and composition of public investment in harnessing various sources of irrigation and their benefits in general terms, (d) major problem-areas of development of irrigation as ... More
Reference No: F&A0227Pages: 32Published on: 1, January, 1970
Abstract: A development bank set up to assist small scale manufacturers finances for the first time a qualified scientist's project for the manufacture of dibasic calcium phosphate (DCP) of pharmaceutical and dentifrice grades. The project runs into difficulties due to environmental factors such as floods and power shortage, which upset the ... More
Reference No: IGPC0003Pages: 27Published on: 10, October, 2025
Abstract: The Emerald Jewel Industry India Limited (EJIIL) exemplifies strategic initiatives like prioritising quality, embracing innovation and implementing effective operational practices that have positioned it as a leader in the Indian gems and jewellery industry. Over the years, the EJIIL has expanded its operations to cater to both domestic and global ... More
