Chandrasekhar

Case Solution for NTT DoCoMo – Joint Venture with Tata in Indian Mobile Telecom
Complete Case details are given below :
Case Name :      NTT DoCoMo – Joint Venture with Tata in Indian Mobile Telecom
Authors :           Shih-Fen Chen, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W10004
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In November 2008, NTT DoCoMo, the largest mobile telecom company in Japan, entered into a joint venture (JV) with Tata Tele Services Ltd (TTSL), the fifth largest mobile telecom company in India. The two partners had come together because both had recognized that they could put complementary capabilities into play. NTT DoCoMo could build on TTSL’s knowledge of the local market and ownership of telecom licence (given by the federal government only to domestic firms). TTSL could gain access to NTT DoCoMo’s core competence in 3G technology, which was soon being rolled out in India through spectrum auction. As part of signing the deal, the two partners had to deal with issues other than business synergies – like the percentage of equity holding of each partner in the JV, the price at which NTT DoCoMo would buy its stake to be offloaded by TTSL and the provision for veto rights that could make up for a minority holding. The case study helps students understand the dynamics of the formation of an international JV. It also highlights the unique advantages of a JV over other forms of international collaboration, such as technology licensing and agency distribution.
 
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Case Solution for Mahindra Satyam – Restoring Corporate Governance
Complete Case details are given below :
Case Name :      Mahindra Satyam – Restoring Corporate Governance
Authors :           Murray J. Bryant, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            910M86
Discipline :        General Management
Case Length :    28 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Various mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest task as the CCO was to restore trust in the company and solidify its future among various stakeholders by bringing back integrity and transparency to the business. The CCO had to consider several criteria: What should his priorities be? What processes could be developed that would ensure corporate governance? What were the metrics with which the company could track the progress in corporate governance?
 
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Case Solution for Business Process Outsourcing at Apollo Health Street
Complete Case details are given below :
Case Name :      Business Process Outsourcing at Apollo Health Street
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11101
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The managing director of Apollo Health Street (AHS), a healthcare business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: securing short term growth for his company, and finding new ways to compete in a changing industry. AHS was itself a subsidiary of Apollo Health Enterprises Ltd. (AHEL), an integrated healthcare company located in Hyderabad in southern India. AHS had been growing at 80 per cent compound annual growth rate (CAGR) since 2005, aiming to reach $100 million in sales by March 2010. Its target was to increase annual sales to $500 million within three years in a highly competitive space, which if successful would move AHS into the top three BPO companies in the healthcare sector. How should it secure short term growth? The second dilemma was how to plan for the future. Industry analysts had predicted that over the next five to 10 years, healthcare BPO would become unrecognizable from its current form. The managing director believed that although scaling up would strengthen the company’s position for the short term, the company should also be looking for solutions to stay relevant to the customer. How should AHS influence the shape of healthcare BPO in the future? What new ways of competing could the company pursue?
 
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Case Solution for Mahindra & Mahindra in South Africa
Complete Case details are given below :
Case Name :      Mahindra & Mahindra in South Africa
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11547
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
“Mahindra & Mahindra Ltd. (M&M) is a manufacturing leader in the utility vehicles (UVs) segment in the Indian automotive industry. Since 2004, M&M has been exporting UVs to South Africa, the only country in the African continent with a significant middle-class population. M&M has set up a fully owned subsidiary in South Africa, where it has also established a servicing and spare parts infrastructure and a dealer network. This subsidiary enjoyed the growth wave in the South African automotive industry up to 2007, then fell into a three-year slump, largely as a result of a recession in the global automotive industry. Now on the verge of industry renewal in 2011, the subsidiary needs to plan its next steps in South Africa, where most global automotive companies have established either manufacturing or trading outposts in response to South Africa’s long-term potential and the industry-friendly policies of its government. The case is positioned as of May 2011, when M&M’s subsidiary must choose from among four alternatives. M&M can continue with its prevailing business model of importing completely built units (CBUs) from its Indian operations to meet local demand while using South Africa as a re-export hub to target the burgeoning markets in sub-Saharan Africa. It can also choose to collaborate with a local vendor to assemble vehicles locally from completely knocked down (CKD) components imported from India. Alternatively, M&M may choose to set up a manufacturing facility of its own in South Africa, a model followed by many of its competitors. Lastly, M&M can choose to wait and watch until it notes definitive signs of revival in demand, which would make it more certain of its steps. The case provides an opportunity for students to examine each alternative and make a decision on M&M’s way forward in South Africa.”
 
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Case Solution for Monsanto Company – Doing Business in India
Complete Case details are given below :
Case Name :      Monsanto Company – Doing Business in India
Authors :           Robert Klassen, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W12183
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The executive vice president of sustainability and corporate affairs at Monsanto was facing a difficult situation that could dramatically reshape the firm’s business. A decade earlier, the firm had introduced into India, through a joint venture, the first in-the-seed cotton trait biotechnology. This trait protected cotton crops against potentially devastating pests, thereby reducing the need for pesticides and improving yields. Subsequently, three Indian state governments imposed a price ceiling on these biotech seeds. In addition, by 2010, the company was facing competition from over 40 Indian seed companies that offered similar or competing biotechnology cotton seeds. Also, a federal ministry had overruled the recent regulatory approval for a second, indigenously developed biotech crop, brinjal (eggplant). How should a technology innovator such as Monsanto deal with an unpredictable regulatory approval process in an increasingly competitive marketplace? Looking forward, two new in-the-seed trait technologies were being considered for introduction to Indian farmers. Should Monsanto proceed and, if so, how? More generally, what should the firm’s long-term approach be in this promising market?
 
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Case Solution for Godrej Consumer Products Ltd. (A)
Complete Case details are given below :
Case Name :      Godrej Consumer Products Ltd. (A)
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13201
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A leading consumer packaged goods company manufacturing and marketing personal care products in India is examining ways of reaching its goal of 30 per cent growth in revenues per annum year after year. It has two options. It could concentrate on organic growth in the domestic market where, in spite of some categories having reached maturity, the overall demand for its products is forecast to grow consistently up to 2025. Alternatively, it could continue the inorganic path of acquiring companies globally; this appears, so far, to be the quickest route to building scale, but the long-term prospects are not certain. Case A deals with the dilemma about the fundamental growth strategy of whether to stick to the home market or go global. Case B, 9B13M058, examines the way forward with the framework of growth that the company has developed during the interim period. The company’s managing director is testing this strategic framework in light of evaluating an acquisition target in Africa that has just surfaced.
 
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Case Solution for Tesco’s Fresh & Easy: Learning from U.S. Exit
Complete Case details are given below :
Case Name :      Tesco’s Fresh & Easy: Learning from U.S. Exit
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13504
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In mid-April 2013, the chief executive officer of Tesco PLC, the world’s third largest global retailer headquartered in London, United Kingdom, must explain to shareholders his decision to close down the operations of the fully owned subsidiary, Fresh & Easy Neighborhoods Market Inc., in the United States. Following a December 2012 strategic review that reported that the subsidiary was not delivering acceptable returns, operations have already been discontinued and a buyer is being sought. Although the focus on fresh food to ameliorate the health care costs of obesity in the United States was a driver for establishing the subsidiary, the effects of the 2008 recession discouraged consumers from paying the higher costs of fresh food. Is exiting the United States the right decision for Tesco? How should the process of exit be managed? Are there any takeaways from the U.S. operations that Tesco can apply elsewhere in its global strategy?
 
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Case Solution for Xerox Innovation Group – From Products to Services
Complete Case details are given below :
Case Name :      Xerox Innovation Group – From Products to Services
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14066
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world’s leading documents company is in a transformation mode. From being a provider of cutting-edge technology products for decades, it is moving towards providing product-service combinations. As a person driving this enterprise-wide change, the head of Xerox Innovation Group (XIG) is facing two specific issues. How should XIG become more customer-centric? How should the company build new competencies to provide consistent services across devices and locations for each customer?
 
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Case Solution for Luminar: Leveraging Big Data Using Corporate Entrepreneurship
Complete Case details are given below :
Case Name :      Luminar: Leveraging Big Data Using Corporate Entrepreneurship
Authors :           Simon Parker, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14175
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Entravision, a leading Spanish-language broadcasting company in the United States that targets Hispanic Americans, has just set up a digital analytics division called Luminar, which uses Big Data to focus a company’s marketing to a particular set of consumers. The idea of launching Luminar has been mooted by an outsider who is a friend and protegé of the company’s founding chairman. As the incumbent president of the new division, he is grappling with some major issues. How should he secure the buy-in of line and staff managers at Entravision? How should he find a structural fit between Entravision and Luminar? How should he leverage business opportunities beyond digital analytics? What kind of entry barriers can he build so that Luminar retains its first mover advantage?
 
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Case Solution for Electrolux AB: Managing Innovation
Complete Case details are given below :
Case Name :      Electrolux AB: Managing Innovation
Authors :           Jean-Louis Schaan, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14500
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world’s second largest home appliances company has introduced a change in its global organization structure. Electrolux AB has consolidated its research and development, marketing and design functions at the top to form what is known as the “Innovation Triangle.” This change is in tune with the pursuit of innovation as a source of differentiation in a competitive industry. The concept has been tested in Electrolux Brazil for four years before being scaled up globally. The amplified version of the Innovation Triangle has a singular objective: to facilitate innovation enterprise-wide by leveraging cross-functional, cross-geographical and cross-business synergies. The ultimate goal is to launch new products faster, better and in greater number. The unveiling of the new organizational structure presents an opportunity for the company’s Innovation team to review the company’s ongoing innovation initiatives. The four-member team grapples with issues around improving the company’s innovation pipeline.
 
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