India

Case Solution for Cadim: The China and India Real Estate Market Entry Decisions
Complete Case details are given below :
Case Name :      Cadim: The China and India Real Estate Market Entry Decisions
Authors :           Stephen R. Foerster, Marc Folch
Source :             Ivey Publishing
Case ID :            909N03
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president and chief operating officer of Cadim, the real estate arm of the Caisse de Depot et Placement du Quebec, Canada’s largest pension fund management firm, was considering whether Cadim should enter India, China or both on a long-term basis to diversify its global real estate holdings and take advantage of the growth these two countries were experiencing. The fund’s investment would potentially amount to hundreds of millions of dollars and could lead to substantial returns; however, these investments carried considerable risks. The case introduces many of the issues involved with managing an international portfolio of real estate and provides a detailed overview of the business environment and culture of both China and India. In doing so, the case exposes students to the complicated nature of regional risk assessment and the challenges of doing business in developing countries. Students must assess whether the complexity and risk levels involved with entering a new developing country are worth the potential returns.
 
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Case Solution for Cadim: China and India Real Estate Deals
Complete Case details are given below :
Case Name :      Cadim: China and India Real Estate Deals
Authors :           Stephen R. Foerster, Marc Folch
Source :             Ivey Publishing
Case ID :            909N04
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president and chief operating officer of Cadim, the real estate arm of the Caisse de Depot et Placement du Quebec, Canada’s largest pension fund management firm, had recently been approached with several interesting multimillion-dollar investment opportunities in India and China. Although Cadim was still deciding whether to invest in either country (see Cadim: The China and India Real Estate Market Entry Decisions case), if the company chose to do so, it wanted suitable partners and deals lined up. Each deal had its pros and cons, but the president knew all too well that the wrong combination of partner and deal could have dire consequences for Cadim’s profits and the team’s reputation. The case analysis involves risk assessment, partner assessment, cash flow analysis and portfolio fit analysis.
 
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Case Solution for Dabur India Ltd. – Globalization
Complete Case details are given below :
Case Name :      Dabur India Ltd. – Globalization
Authors :           Niraj Dawar, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            909A17
Discipline :        General Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also “followed” the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company’s chief executive officer and the head of its international operations.
 
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Case Solution for Baring Private Equity Partners India Limited: Banking Services for the Poor in Bangladesh
Complete Case details are given below :
Case Name :      Baring Private Equity Partners India Limited: Banking Services for the Poor in Bangladesh
Authors :           Ram Kumar Kakani, Munish Thakur
Source :             Ivey Publishing
Case ID :            909M52
Discipline :        General Management
Case Length :    23 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
From the 1970s onward, after the emergence of microfinance, lending for the poor started shifting from informal sources (e.g. moneylenders) to formal sources. The Grameen Bank (Grameen) led this change, primarily due to its chief executive officer (CEO) and his innovative microcredit model. On the basis of the CEO’s rich understanding of on-the-ground realities, he began to experiment and modify the business model for microfinance, which, in the past few years in Bangladesh, was largely dominated by a few big players. As a result of some very interesting and insightful experiments that had been conducted, the microfinance landscape was changing the way banking services were modeled for the poor, not only in Bangladesh but throughout the world. The case profiles a situation wherein Baring Private Equity Partners India, one of the largest private equity players in emerging markets, was looking to invest in the high-growth, profitable microfinance industry of South Asia.This case is oriented toward helping students understand the credit needs of the poor and their perspective on money management, hunger, investment and savings. Students should be made to appreciate how an innovative business model can be developed through a deeper understanding of the local context combined with conceptual thinking. The case strongly vouches for the development of sustainable solutions that require both financial viability and sensitivity to the conditions of the poor. The most important point to be highlighted about the microfinance landscape is that the entrepreneurship model is changing from being socially focused to being business focused. Earlier, most players entered the microfinance arena as a not-for-profit venture; however, many for-profit organizations have now entered this sector.
 
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Case Solution for Bayer CropScience in India (A): Against Child Labor
Complete Case details are given below :
Case Name :      Bayer CropScience in India (A): Against Child Labor
Authors :           Satyajeet Subramanian, Charles Dhanaraj, Oana Branzei
Source :             Ivey Publishing
Case ID :            910M61
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intitiatives in emerging markets and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labour in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of the child labour in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing – a new segment of the supply chain for Bayer. Child labour was widespread in cotton seed production – a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer’s decision whether, when and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labour in rural India.
 
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Case Solution for A Bomb in Your Pocket? Crisis Leadership at Nokia India (B)
Complete Case details are given below :
Case Name :      A Bomb in Your Pocket? Crisis Leadership at Nokia India (B)
Authors :           Charles Dhanaraj, Hima Bindu
Source :             Ivey Publishing
Case ID :            910M65
Discipline :        General Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Case B is a short version of what actually happened: how Nokia and the team successfully steered the organization through the crisis and not only survived but used the situation it to create new organizational capabilities.
 
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Case Solution for A Bomb in Your Pocket? Crisis Leadership at Nokia India (A)
Complete Case details are given below :
Case Name :      A Bomb in Your Pocket? Crisis Leadership at Nokia India (A)
Authors :           Charles Dhanaraj, Monidipa Mukherjee, Hima Bindu
Source :             Ivey Publishing
Case ID :            910M64
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case addresses the theme of crisis leadership in a multinational enterprise in a powerful way, to help students internalize the critical challenges of a multinational company in an emerging market. In August 2007, a routine product feedback and defect analysis process identified a defective batch of batteries supplied by a Japanese vendor, Matsushita. India happened to be the recipient of the largest proportion of the defective batch. Nokia’s corporate communications team, based in Finland, in cooperation with the Indian team, responded with a customary global product advisory. Instructions were made available on the Internet for customers to diagnose a defective battery and get a free replacement. Nokia was shocked to see the antagonistic response from the Indian press to the product advisory and the ensuing mayhem that spread quickly through the country. The head of Nokia India and his team had to act swiftly to preserve the company’s hard-earned reputation and market share.Case A is set at a midnight strategy session at Nokia’s Indian headquarters to chart the way forward.
 
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Case Solution for The Goli Vada Pav – Fast Food of India A
Complete Case details are given below :
Case Name :      The Goli Vada Pav – Fast Food of India A
Authors :           Sonia Mehrotra, S. Ramakrishna Velamuri
Source :             Ivey Publishing
Case ID :            W12908
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Goli Vada Pav Pvt. Limited (GVPPL) identified an opportunity to brand one of Mumbai’s favourite fast foods – the vada pav. GVPPL’s founders saw a huge opportunity in the Indian fast food industry, which was highly unorganized and largely serviced by small-time local vendors. There was a need in the market for a hygienic, branded product and Goli Vada Pav was created to fill this void. GVPPL broke the stereotype of unhygienic, manhandled vada pav. Its strategy for success was built on the four-point formula for a high-quality product, with value for money and efficient delivery to customers. The absence of a hygienic, branded product in the Indian fast food industry contributed to the initial success of GVPPL. This case series illustrates an entrepreneur’s ability to identify and exploit a market opportunity. It details challenges faced by GVPPL in the competitive dynamics of the Indian fast food industry. These cases further question the viability of GVPPL’s business model as one of the founders aspired to expand to the national and international markets. Would he be successful in strategizing GVPPL’s future growth?
 
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Case Solution for Cricket in India in 2007: Losing Its Way?
Complete Case details are given below :
Case Name :      Cricket in India in 2007: Losing Its Way?
Authors :           Vasant Sivaraman, Vamsi Krishna
Source :             Ivey Publishing
Case ID :            W12430
Discipline :        General Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case deals with a dilemma faced by the Board of Control for Cricket in India (BCCI) in 2007. Following the elimination of India from the knock-out phase of the World Cup 2007 championship, the BCCI and team sponsors found themselves at a crossroads. Others were vying with cricket for the advertising budgets of companies, and spectator interest for cricket was on the wane. The vice president of the BCCI had to perform a situation analysis after the backlash from fans and assess the way forward for the sport after the team’s poor performance in the World Cup. The case facilitates an analysis of the environment for cricket in India in 2007 and an assessment of the need for next steps for the game to regain its preeminent status among sports fans in the country.
 
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Case Solution for Low-cost Carriers in India: SpiceJet’s Perspective
Complete Case details are given below :
Case Name :      Low-cost Carriers in India: SpiceJet’s Perspective
Authors :           Sanjeev Prashar, Adeshwar Raja Balaji Pras, V.S. Parasaran, Vijay Kumar Venna, Sashikanth Yenika
Source :             Ivey Publishing
Case ID :            W12048
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case discusses the emergence of low-cost carriers (LCCs) in India in relation to the growth of the Indian aviation industry and the subsequent fall of the LCCs into financial loss. The LCCs became important for value-adding and cost-cutting alternatives in corporate business travel. Before the 2008 global economic crisis, domestic air traffic LCCs recorded a compound annual passenger growth rate of 18 per cent. Among the many low-cost airlines in India, SpiceJet had been one of the most popular, with the lowest airfares and highest customer value. Though SpiceJet had a net profit of INR 1.01 billion (US$20.2 million) in fiscal year 2010-2011, the results following the financial year indicated that the company had also joined the ranks of loss-making airlines in India. A host of issues – such as rising debt, increasing cost to revenue ratios, growing management challenges, complicated flight operations, and rising oil prices – were threatening the survival of airline companies, especially LCCs. SpiceJet was no exception.
 
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