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Should Mahindra Reva Strengthen Its Market Position in India? Case Solution

Case Solution & Analysis for Should Mahindra Reva Strengthen Its Market Position in India? by Jayanthi Ranjan, Sanchita Krishna, Shankar Gopinath.

Complete Case details are given below :

Case Name : Should Mahindra Reva Strengthen Its Market Position in India?

Authors : Jayanthi Ranjan, Sanchita Krishna, Shankar Gopinath

Source : Ivey Publishing

Case ID : 9B16M126 / W16453

Discipline : General Management

Case Length : 11 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

The electric-vehicle market in India had never grown to its expected potential. Environmental uncertainties, structural challenges, lack of consumer awareness, and high costs all served as major deterrents to customer acceptance of electric cars. In 2014, Mahindra Reva launched the e2o, a completely revamped version of its previous electric vehicle, the Reva. Although the car was highly advanced and loaded with innovative features, sales remained stagnant. Should Mahindra Reva attempt to strengthen its market position or completely change its strategy and pursue other options, such as the hybrid-vehicle market.

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Case Solution for Reckitt Benckiser: Developing a New Laundry-Care Category in India

Case Solution & Analysis for Reckitt Benckiser: Developing a New Laundry-Care Category in India by Sandeep Puri, Ankit Kaushik, Kartikeya Kachhwal.

Complete Case details are given below :

Case Name : Reckitt Benckiser: Developing a New Laundry-Care Category in India

Authors : Sandeep Puri, Ankit Kaushik, Kartikeya Kachhwal

Source : Ivey Publishing

Case ID : 9B16A026 / W16421

Discipline : Marketing

Case Length : 10 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

Reckitt Benckiser was the world’s largest manufacturer of household products and a major marketer of health-care and personal-care products. The company was at a threshold of opportunities provided by a growing market of Indian consumers who were becoming health conscious and buying antibacterial products to make their homes germ-free. At a time when more and more Indians were looking for antibacterial products to protect their health, the company wondered if it should launch an antibacterial laundry detergent powder as part of its brand expansion strategy. Would the company benefit from a first-mover advantage by launching the first antibacterial laundry detergent in India? If the company were to consider entering this market, what strategic and branding objectives should it adopt? Should this new detergent be an extension of the company’s famous Dettol brand or a new brand name?

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Case Solution for Fairfax and Thomas Cook India: Permanent Capital, Private Equity and Public Markets

Case Solution & Analysis for Fairfax and Thomas Cook India: Permanent Capital, Private Equity and Public Markets by Emir Hrnjić, Nupur Pavan Bang, Vikram Kuriyan, Sanjay Bakshi.

Complete Case details are given below :

Case Name : Fairfax and Thomas Cook India: Permanent Capital, Private Equity and Public Markets

Authors : Emir Hrnjić, Nupur Pavan Bang, Vikram Kuriyan, Sanjay Bakshi

Source : Ivey Publishing

Case ID : 9B15N016 / W15463

Discipline : Finance

Case Length : 16 pages

Plagiarism : NO (100% Original work)

Description for case is given below :

In March 2012, the CEO of Fairbridge Capital considered the pros and cons of the potential acquisition of Thomas Cook India. He believed that Thomas Cook India’s two business segments (travel/related services and financial services) had different potential in terms of growth and cash flow generation. Analysts predicted tremendous growth potential in the travel business (although it would require additional investment), while the foreign exchange segment had limited growth potential but generated significant cash flow. Thomas Cook India had changed ownership several times in a short time period, and the stock price had fallen substantially. Would acquiring Thomas Cook India fit the value-investing philosophy rigorously followed by Fairbridge Capital and its parent company, Fairfax Financial? If so, how much should Fairbridge bid? Was Thomas Cook India worth more with two segments or was it better off split into two? Finally, should Fairbridge delist Thomas Cook India or keep it public?

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Case Solution for Rural Credit Cooperatives in India

Complete Case details are given below :

Case Name : Rural Credit Cooperatives in India

Authors : Wei Li, Bidhan Parmar

Source : Darden School of Business

Case ID : UV1106

Discipline : Finance

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Recently, the Indian Congress asked a distinguished committee of experts to analyze and make policy recommendations about India’s Cooperative Financial Institutions (CFIs), which included organizations such as credit unions and cooperative banks. One committee member, Mohan R. Narayan, a leading economist at a prestigious Indian university, was enthusiastic about the job; it was an opportunity to help millions of rural poor and to have a positive effect on the country. Some poor farmers, deeply in debts to money-lenders, had been reported to resort to committing suicide when they faced with drought or other catastrophes and saw little reason to continue living. Well-functioning CFIs would certainly help restore hope and boost income for the rural poor. But he knew the system had a long history of overregulation, financial laxity, and corruption. Creating an actionable and clear strategy would be no easy task. The case, written at the invitation of the World Bank to study the challenges of building inclusive financial system in emerging countries, invites students to discuss 1) The roles and responsibilities of financial institutions in poverty-reduction and economic development, 2) the benefits and risks of using public versus private institutions to aid development, and more specifically, 3) the economics of credit cooperatives-in particular how they function in an emerging market setting.

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Case Solution for WoodBarn India: Trying to Break a Concrete Mindset

Complete Case details are given below :

Case Name : WoodBarn India: Trying to Break a Concrete Mindset

Authors : Subhadip Roy, Subhalaxmi Mohapatra

Source : Ivey Publishing

Case ID : W14783

Discipline : Marketing

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

WoodBarn India was a construction company specializing in wooden houses and buildings. The company had worked primarily for business-to-business buyers but was fairly successful in earning a good reputation. However, to make profits, WoodBarn needed to tap into the Indian middle-class housing market, which was largely dominated by brick-and-mortar houses. The major challenge was to educate consumers and break the existing mindset that wooden houses were non-durable. Additional challenges related to procurement since the required raw material was not available in the domestic market and obtaining the same increased the final price of the product.

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Case Solution for VisionSpring in India: Enabling Affordable Eyeglasses for the Poor

Complete Case details are given below :

Case Name : VisionSpring in India: Enabling Affordable Eyeglasses for the Poor

Authors : Sandeep Goyal, Amit Kapoor

Source : Ivey Publishing

Case ID : W14767

Discipline : General Management

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

VisionSpring enabled access to affordable eye care for low-income individuals suffering from vision impairment in developing economies. Established in the United States as a not-for-profit social enterprise, it sold more than two million pairs of eyeglasses globally, which included over one million pairs of eyeglasses sold in India. Despite achieving this scale, VisionSpring believed there was a long way to go considering the estimated 300 million people in India requiring eyeglasses for vision correction. Realizing this as a huge unmet opportunity, the company set a goal of achieving 10 times its annual sales volume in India. This was not an easy task considering the socio-economic dynamics of the base of the pyramid segment, as well as market challenges in peri-urban and rural India. The plan would require a total paradigm shift in the overall business model of VisionSpring in India.

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Case Solution for Nokia India: Battery Recall Logistics

Complete Case details are given below :

Case Name : Nokia India: Battery Recall Logistics

Authors : Charles Dhanaraj, Narendar Sumukadas, P. Fraser Johnson, Monali Malvankar

Source : Ivey Publishing

Case ID : W11082

Discipline : International Business

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case provides an opportunity for students to develop practical knowledge of the role of operations management in a product recall situation, particularly in an emerging market context. Product recalls are an integral part of supply chain management (SCM). Companies inevitably face a question of when, not if, a recall will be necessary. These situations combine the complexity of operations with the time-urgency of a mission-critical task. The case also provides a rich context to learn about the interaction of SCM, information systems and reverse logistics, and to understand the marketing, logistics and communication challenges faced by a multinational company operating in an emerging market such as India.The case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in the Indian mobile devices. India, incidentally, was also Nokia’s second largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery, resulted in panic in customers after the Indian media widely publicized the potential dangers that defective batteries could pose.Over a three-month period, Nokia India had to recall a few million batteries and replace them with new ones.The objectives of the case include 1) developing an effective product recall / reverse logistics plan that would ensure preparedness for the challenges and urgent circumstances that might surface in a recall situation, 2) understanding the key criteria for success of product recall systems and 3) understanding the interface of management action and the logistics system under a crisis situation.

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Case Solution for Mercedes-Benz India

Complete Case details are given below :

Case Name : Mercedes-Benz India

Authors : Nicole R.D. Haggerty, Shankar Venkatagiri, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W11084

Discipline : International Business

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In December 2007, the management of Mercedes-Benz India (MBI), a fully owned subsidiary of Daimler AG, the 12th-largest automobile manufacturer in the world, decided to relocate to a new facility near Pune in western India. In overseeing the installation of information technology (IT) infrastructure at the new premises, the company’s CIO is dealing with some managerial choices pertaining to IT architecture, IT tools, and IT skill sets of the company. Each choice involves several trade-offs. The CIO’s decision on each will have a major effect on the revenues, margins, and competitive positioning of MBI in the Indian automotive industry.

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Case Solution for Tesco PLC: Strategy for India

Complete Case details are given below :

Case Name : Tesco PLC: Strategy for India

Authors : Christopher Williams, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W14323

Discipline : International Business

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

As multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Group, a leading Indian business conglomerate, for setting up a 50:50 joint venture (JV) in Indian retail. Tesco is committed to investing £85 million (US$110 million) as its share of capital. As it gets down to the basics of operating the JV, the management of Tesco, head quartered in London, United Kingdom, is facing three major dilemmas: How should Tesco sustain the advantage of being the first global multi-brand retailer to be allowed to invest in India? How should it fine-tune its tried and tested global business model to suit Indian retail? How could the company avoid the kind of failure it had experienced in the U.S. market, which it exited in April 2013?

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Case Solution for BlazeClan Technologies: Cloud Computing Adoption in India

Complete Case details are given below :

Case Name : BlazeClan Technologies: Cloud Computing Adoption in India

Authors : Easwar Krishna Iyer, Jayanthi Ranjan

Source : Ivey Publishing

Case ID : W14671

Discipline : Information Technology

Case Length : 07 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Within a few years of its establishment in 2010 by four young engineers in Pune, India, BlazeClan Technologies had prospered as a cloud solutions delivery company by providing true value to its customers in India and around the world. By 2014, though, the company was facing a long and slow sales cycle in the Indian market where businesses were hesitant to give up in-house data control to the cloud. Though the company invested a lot of marketing dollars in educating this potential segment through events, webinars, social media campaigns and talks at important industry forums, the customer base was not building and market penetration was not gaining ground. The momentum that was badly needed to push cloud adoption to the next level was also affected by external factors such as the availability of the Internet, regular service outages leading to network disruptions, resistance to change and unclear licensing issues. The company worked hard to reduce these fears, but it had a number of decisions to make to go forward.

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