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Chapter Matches: Case Information |
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Chapter 1:
Strategic Management
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STARTECH.COM: GLOBALIZING HARD-TO-FIND MADE EASYEric Morse, Ken MarkProduct Number: 9B13M053Publication Date: 4/19/2013Revision Date: 4/19/2013Length: 15 pagesThe co-founder and CEO of StarTech.com is reviewing his firm’s strategic plan, including an aggressive target of $150 million in sales in three years. To achieve this goal, the company needs to leverage its knowledge to develop a meaningful presence in Europe. The challenge is to identify the best way to go to market, given country and regional differences in how people buy computer parts. The company can capitalize on several favourable trends: the economic weakness in Europe, which prompts consumers to extend the life of their electronic equipment; the lack of a European direct competitor; and the company’s ability to self-finance the venture.Teaching Note: 8B13M053 (9 pages)Industry: ManufacturingIssues: Differentiation; expansion; business models; channel strategy; adaption; CanadaDifficulty: 4 - Undergraduate/MBA
EMBRACE (A): OPPORTUNITY IDENTIFICATIONMridula Anand, Anand Nandkumar, Charles DhanarajProduct Number: 9B13M004Publication Date: 4/16/2013Revision Date: 4/16/2013Length: 7 pagesAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition.The Embrace case series provides an engaging context to understand social innovation, by taking students through a sequence of critical decisions from opportunity analysis and market feasibility study to formulating a competitive strategy and developing business models for growth. The focus of the case is on an innovative idea to solve the problem of a high number of fatalities in premature births in rural India, and the potential for an affordable product.
The case is structured as a four-part series:
Part A: Opportunity Identification. The setting is an MBA classroom where five teams have been given five ideas and the students are asked to match each idea to each team. The focus is on how to identify and evaluate an appropriate opportunity given a unique entrepreneurial team, its composition, and its prior experience. Often, entrepreneurs discount the critical role that team-task fit plays in subsequent success.
Part B: Market Feasibility Analysis (9B13M005). The social problem associated with neonatal care in rural India is presented and the economics of providing reasonable care for premature babies is discussed. Is it possible to find an affordable and profitable price point, and make the project sustainable?
Part C: Competitive Strategy (9B13M006). The students are taken through an external analysis of the potential competition. This calls for a close analysis of what the competitive advantage of the venture is and whether it is sustainable. It forces the students to consider other available neonatal care options in the market, as well as to think about the IP issues they could face.
Part D: Building the Business Model (9B13M007). The team must decide between manufacturing the product in-house or outsourcing to vendors. Also, issues of distribution and sales require consideration.
Teaching Note: 8B13M004 (16 pages)Industry: Health Care ServicesIssues: Emerging markets; affordable innovation; business plan; social entrepreneurship; IndiaDifficulty: 5 - MBA/Postgraduate
WESTJET IN 2009: THE FLEET EXPANSION DECISIONStewart Thornhill, Ken MarkProduct Number: 9B09M063Publication Date: 9/24/2009Revision Date: 8/26/2010Length: 18 pagesThirteen years after it began operations with three airplanes, WestJet is the second-largest airline in Canada. It has grown revenues at an annual rate of 37 per cent per year for the past 11 years, and is poised to become the country’s dominant airline in the future. As it has grown, WestJet seems to have made changes to its original strategy of low-cost, no-frills, point-to-point, single-class service. The case examines WestJet’s strategy over the years and focuses on the company’s latest decision point: whether to add smaller planes to its single-model Boeing fleet. The objective of the case is to examine changes in a company’s strategy over time, and to review the potential impact of these changes on a company’s future performance.Teaching Note: 8B09M63 (10 pages)Industry: Transportation and WarehousingIssues: Strategic Planning; Strategy Development; Strategic Positioning; Change Management; Airline IndustryDifficulty: 4 - Undergraduate/MBA
STORMFISHER (A): POWER WITH PURPOSEOana Branzei, Stewart Thornhill, Adam ReedsProduct Number: 9B08M092Publication Date: 12/9/2008Length: 16 pagesThe case illustrates the tensions, trade-offs and adaptation challenges involved in designing a clean technology venture in a changing regulatory, funding and competitive context (Ontario, Canada, 2006-2008). The multiple decision points in the case have the students critically and iteratively assess the prospects of clean technology ventures and the evolving interface between technology and strategy in Canada's emerging clean energy sector. Beyond understanding the specific challenges faced by the venturing team, students are asked to grapple with the controversies and priorities for Canada's environmental policies in the energy sector, discuss competitive tension or symbiotic relationships between incumbents and disruptors, and actively align new venture design and strategy with a rapidly morphing regulatory, technological and competitive environment. The case discussion also opens up a broader platform for exploring the role of incumbents and disruptive business models in informing provincial and national responses to climate change, and, more generally, the role of cleantech venturing and venture capital in fostering climate change readiness and greener energy solutions. The A case asks students to compare and contrast the clean technologies available, discuss their pros and cons, and articulate a compelling business proposition.Industry: UtilitiesIssues: Venture Capital; Technology; New Venture; Sustainable DevelopmentDifficulty: 4 - Undergraduate/MBA
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Chapter 2:
Company Mission
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GOODWILL INDUSTRIES OF GREATER GRAND RAPIDSW. Glenn Rowe, Tony FrancoliniProduct Number: 9B10M081Publication Date: 11/1/2010Length: 14 pagesThe president and chief executive officer (CEO) of Goodwill Industries of Greater Grand Rapids Inc. (Goodwill) was analyzing a staff proposal to begin selling donated books online. Her initial response to the proposal had been to approve the idea without any reservation; however, some pointed questions raised during discussion at a recent board meeting caused her to revisit her support for the project. The CEO determined that to make a thoughtful recommendation about the proposal, she needed to evaluate three main criteria: 1) The strategic and financial fit of the proposal in relation to the current salvage buyers of Goodwill's books; 2) The operating and revenue needs of Goodwill's retail stores, and; 3) Alignment of the proposal with Goodwill's mission statement.Teaching Note: 8B10M81 (11 pages)Industry: Social Advocacy OrganizationsIssues: Corporate Strategy; Non-Profit Management; Introductory Business; Strategic PlanningDifficulty: 4 - Undergraduate/MBA
ASIAN PAINTS LTD. INTERNATIONAL BUSINESS DIVISIONJean-Louis Schaan, Ramasastry ChandrasekharProduct Number: 9B06M058Publication Date: 6/21/2006Revision Date: 9/21/2009Length: 24 pagesAsian Paints, recognized as one of the best managed companies in India, has recently embarked on a significant push to internationalize its activities. The president of the international division is faced with the challenge of simultaneously meeting sales volumes expected, and to contribute to the company's goal of becoming one of the top five decorative paint companies in the world.Teaching Note: 8B06M58 (12 pages)Industry: ManufacturingIssues: Mergers & Acquisitions; Emerging Markets; International StrategyDifficulty: 4 - Undergraduate/MBA
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Chapter 3:
Corporate Social Responsibility and Business Ethics
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BRITANNIA INDUSTRIES LTD.Robert Klassen, Ramasastry ChandrasekharProduct Number: 9B13M010Publication Date: 1/28/2013Revision Date: 2/27/2013Length: 15 pagesThe CEO of Britannia Industries Ltd, a manufacturer of bakery products, was at a crossroads. Two years earlier, the firm had started providing specially fortified biscuits to small groups of school-going children in selected locations in India. The product offered a step toward addressing the widespread national problem of malnutrition and, unlike corporate philanthropy, this initiative was an extension of what the company was fundamentally good at – making biscuits. After early signs of success, Britannia’s CEO faced two challenges. How should Britannia scale up the manufacture and distribution of social products? And, how should the firm develop the social products into a sustainable business?Teaching Note: 8B13M010 (10 pages)Industry: ManufacturingIssues: Sustainable Development; Corporate Social Responsibility; Capacity Expansion; Stakeholder Management; Brand Management; Non-government Organization Partnerships; IndiaDifficulty: 4 - Undergraduate/MBA
ETHICS OF OFFSHORING: NOVO NORDISK AND CLINICAL TRIALS IN EMERGING ECONOMIESKlaus MeyerProduct Number: 9B09M001Publication Date: 1/9/2009Revision Date: 5/3/2017Length: 13 pagesThe case outlines the conflicting ethical demands on a Danish pharmaceuticals company, Novo Nordisk, that is operating globally and is aspiring to high standards of corporate social responsibility. A recent report alleges that multinational pharmaceutical companies routinely conduct trials in developing countries under alleged unethical conditions. The company's director reflects on how to respond to a request from a journalist for an interview. This triggers a discussion on the appropriate ethical principles and how to communicate them. As a company emphasizing corporate responsibility, the interaction with the media presents both opportunities and risks to Novo Nordisk. The case focuses on clinical trials that are required to attain regulatory approval in, for example, Europe and North America, and that are conducted at multiple sites around the world, including many emerging economies. Novo Nordisk has implemented numerous procedures to protect its various stakeholders, yet will this satisfy journalists and non-governmental organizations, and how should the company communicate with these stakeholders?Teaching Note: 8B09M01 (11 pages)Industry: ManufacturingIssues: Location Strategy; Ethical Issues; Emerging Markets; Research and DevelopmentDifficulty: 4 - Undergraduate/MBA
ONLINE PIRACY: JAYWALKING OR THEFT?Alex Beamish, Paul W. BeamishProduct Number: 9B09C018Publication Date: 9/18/2009Revision Date: 3/24/2010Length: 8 pagesIn September 2009, Brian Lee purchased a computer game developed by a major company and, like other customers, he was experiencing difficulty running it. The source of the problems was a highly restrictive system of digital rights management (DRM), which, while more or less universally disliked, was causing serious technical problems for a minority of users. Lee began to share his experience on the company's message board and was engaging in a debate about online piracy with a company representative. He was curious about piracy in the file-sharing age and wondered why it would be wrong to download a pirated version of the game with the DRM circumvented. The case deals with an issue which resonates with students. Although the context is simple, the problem is complex, thus giving instructors wide latitude on how to teach the case. It is suitable for modules or courses focused on ethics, service operations, intellectual property rights and information technology.Teaching Note: 8B09C18 (7 pages)Industry: Arts, Entertainment, Sports and RecreationIssues: Service Recovery; Intellectual Property; Internet; Ethical IssuesDifficulty: 4 - Undergraduate/MBA
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Chapter 4:
The External Environment
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7-ELEVEN IN TAIWAN: ADAPTATION OF CONVENIENCE STORES TO NEW MARKET ENVIRONMENTSShih-Fen Chen, Aihwa ChangProduct Number: 9B12A011Publication Date: 3/16/2012Revision Date: 3/16/2012Length: 24 pagesThis case shows the expansion of 7-Eleven to Taiwan and the adaptation of the store format by its local franchisee to the new market environment. The core issue in this case is the balance between standardization and localization in business-format franchising across national borders. Despite keeping the store logo and convenience concept that was well established in the United States, the local franchisee of 7-Eleven in Taiwan re-formatted almost all aspects of the store chain, including its positioning, location, layout, and product offerings. In addition, 7-Eleven in Taiwan introduced a wide variety of new services for its customers, such as e-commerce (train or movie tickets), e-payment, mobile communications, pickup/delivery, and taxi services. The local franchisee, President Chain Store Corp. (PCSC), seemed to have struck the right balance between standardization and localization that allowed it to use service differentiation to gain competitive advantages over its rivals. In about three decades, it grew from zero to nearly 5,000 stores in Taiwan with over 50 per cent of the market, while expanding its reach to China and Thailand.Teaching Note: 8B12A011 (7 pages)Industry: Retail TradeIssues: Service Standardization; Localization Across Borders; Service Differentiation; Service Marketing; International Franchising; Taiwan; CNCCU/IveyDifficulty: 4 - Undergraduate/MBA
CHINESE FIREWORKS INDUSTRYPaul W. BeamishProduct Number: 9B11M006Publication Date: 1/11/2011Revision Date: 5/4/2017Length: 13 pagesThe Chinese fireworks industry thrived after China adopted the open-door policy in the late 1970s, and grew to make up 90 per cent of the world’s fireworks export sales. However, starting in the mid-1990s, safety concerns led governments both in China and abroad to set up stricter regulations. At the same time, there was rapid growth in the number of small family-run fireworks workshops, whose relentless price-cutting drove down profit margins. Students are asked to undertake an industry analysis, estimate the industry attractiveness, and propose possible ways to improve the industry attractiveness from an individual investor’s point of view. Jerry Yu is an American-born Chinese in New York who has been invited to buy a fireworks factory in Liuyang, Hunan.Teaching Note: 8B11M006 (16 pages)Industry: ManufacturingIssues: Market Analysis; Industry Analysis; International Marketing; Exports; ChinaDifficulty: 4 - Undergraduate/MBA
LOBLAW COMPANIES LIMITEDCharlene Zietsma, Ramasastry ChandrasekharProduct Number: 9B04M082Publication Date: 1/28/2005Revision Date: 9/21/2011Length: 20 pagesThe president of Loblaw Companies Limited must decide what to do in response to the rumoured introduction of Wal-Mart's SuperCenters (combining grocery and non-food items) in Canada. The potential launch of SuperCenters in Canada was seen by observers as a threat to Loblaw, the market leader in Canadian grocery. Wal-Mart is a vigorous competitor, and the Every Day Low Prices strategy of Wal-Mart's SuperCenters could wean away traffic from Loblaw's various banners.Teaching Note: 8B04M82 (8 pages)Industry: Retail TradeIssues: Food and Drug; Industry Analysis; CompetitionDifficulty: 4 - Undergraduate/MBA
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Chapter 5:
The Global Environment
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CUMI INDIA'S GLOBAL STRATEGY: THE CHINA PUZZLESubramaniam Ramnarayan, Charles Dhanaraj, Krithiga SankaranProduct Number: 9B13M023Publication Date: 4/24/2013Revision Date: 4/23/2013Length: 16 pagesCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leader in the abrasives industry within 10 years. It had successfully expanded operations in Russia and South Africa, where it was seen more as a partner than a conqueror in its acquisition strategy. In 2006, the company entered China through a joint venture with a Chinese state company but subsequently bought out the partner. However, the company was facing several problems with its stand-alone operation there, especially in terms of maintaining its workforce and hiring local managers. It was clear that winning market share in China was necessary, but the complexity of the Chinese market had proven to be a challenge. The managing director had to present a strategy for working successfully in China to the board.Teaching Note: 8B13M023 (22 pages)Industry: ManufacturingIssues: Internationalization strategy; mode of entry; joint venture; Russia; South Africa; China; IndiaDifficulty: 5 - MBA/Postgraduate
LENOVO: A CHINESE DRAGON IN A GLOBAL VILLAGEPascal Vidal, Pierre-Xavier MeschiProduct Number: 9B13M029Publication Date: 3/27/2013Revision Date: 3/27/2013Length: 16 pagesThe fast rise of Lenovo among its competitors in the computer industry raised a series of questions regarding the sustainability of its competitive position, as well as the choices it had made in its efforts toward globalization. First, how could Lenovo establish and sustain a leadership role in an industry where competitive positions were increasingly unstable? Next, how could the Chinese firm build a solid competitive position in an industry characterized by smaller and smaller margins? Finally, after the acquisition of IBM’s PC business and the subsequent accelerated international expansion, could Lenovo still be considered an entirely Chinese entity or was it a truly global enterprise of Chinese origin?
A video interview with Lenovo's strategy and corporate development vice-president, Lenovo: A Chinese Dragon in the Global Village - DVD, is also available.Teaching Note: 8B13M029 (13 pages)Industry: Information, Media & TelecommunicationsIssues: International expansion; growth strategy; global; ChinaDifficulty: 4 - Undergraduate/MBA
PRIMACY: GLOBAL DESIGN FROM INDIAAjith J. Kumar, Sivakumar AlurProduct Number: 9B13M027Publication Date: 3/18/2013Revision Date: 11/8/2013Length: 18 pagesAWARD WINNING CASE - Best case in the Innovation Management category, 2012 ISB-Ivey Global Case Competition. An Indian company was planning to set up a Global Design Competence Centre (GDCC) in India. The company offered scented candles and holiday and gift products primarily for the U.S. market. Through its two American subsidiaries, it made and sold its products to large American mass-merchandisers and independent retailers. In-house design capabilities also existed in the form of six teams across India and the United States. Through the GDCC, the company intended to use Indian designers in collaboration with U.S. designers to create products for the U.S. market. The case draws students into exploring possible strategies to set up the GDCC.Teaching Note: 8B13M027 (12 pages)Industry: ManufacturingIssues: Global product design; Product development; Design collaboration; Cross-cultural; India; United StatesDifficulty: 5 - MBA/Postgraduate
METALFRIO: ACHIEVING GLOBAL LEADERSHIP IN THE PLUG-IN COMMERCIAL REFRIGERATION INDUSTRYAlvaro Cuervo-Cazurra, Flavia De Magalhaes AlvimProduct Number: 9B13M012Publication Date: 3/5/2013Revision Date: 3/6/2013Length: 21 pagesThe chief executive officer and chair of the board of directors of a company that designs, builds and sells consumer and commercial refrigeration products are trying to decide if the firm should expand in Asia and, if so, which method it should use. In recent years, Metalfrio has become a global leader in its industry by establishing manufacturing operations in Mexico, Turkey and Russia, as well as expanding within its home territory of Brazil, with sales in over 80 countries. Asia is offering promising opportunities for growth, and key customers are suggesting the company establish manufacturing operations there to better serve its global needs. The case addresses how Metalfrio transfers its competitive advantages across its international operations, and it further discusses how the company coordinates its operations to serve countries in which it does not have a production facility via exports. The case analyzes the competitive advantage of the firm and its transferability to other countries.
The supplement, A Note on the Commercial Refrigeration Industry 9B13M024, provides an overview of the commercial refrigeration sector.Teaching Note: 8B13M012 (8 pages)Industry: ManufacturingIssues: Competitive Advantage; Emerging Markets; Internationalization; Brazil; Turkey; Russia; Mexico; DenmarkDifficulty: 4 - Undergraduate/MBA
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Chapter 6:
Internal Analysis
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VALUE CHAIN DEVELOPMENT: CARE KENYA’S CHALLENGE TO MAKE MARKETS WORK FOR THE POOR (A)Kevin McKagueProduct Number: 9B12M033Publication Date: 4/17/2012Revision Date: 4/17/2012Length: 9 pagesThis case examines how CARE, a non-profit international development organization, begins to pursue a market-based approach to meeting its poverty-reduction mission. Specifically, a CARE project manager explores how previous work with low-income livestock herders in drought-prone eastern Kenya might offer an opportunity to work with value chain actors to improve access to markets and increase farmers’ incomes.
With the Kenyan livestock project as the pilot for this new approach, Case (A)’s main decision point concerns a strategic choice on what role CARE should play in the value chain to support low-income pastoralists. Options include 1) becoming directly involved in value chain transactions, buying and selling livestock, and providing inputs to farmers or 2) acting as a value chain facilitator to provide the information and incentives to existing actors to make the value chain more efficient and inclusive for low-income producers. This strategic decision is part of a larger proposal that students are tasked to create for CARE’s market-based livestock project.Teaching Note: 8B12M033 (13 pages)Industry: Agriculture, Forestry, Fishing and HuntingIssues: Value Chain; Social Entrepreneurship; Non-profit Organization; Agriculture; Market Analysis; Kenya; AfricaDifficulty: 4 - Undergraduate/MBA
NOKIA LIFE TOOLS: A STRATEGIC INNOVATION TO TAP INTO INDIA'S RURAL AND NEWLY URBAN POPULATIONAriff Kachra, M.B. Sarkar, Kirti Madhok SudProduct Number: 9B11M055Publication Date: 5/24/2012Revision Date: 10/19/2012Length: 24 pagesThe vice president and managing director of Nokia India needed to decide whether to undertake an all-India launch of Nokia’s newest service offering for emerging markets, called Nokia Lifetools (NLT). The NLT pilot was very successful, with consumer adoption and retention rates over 70 per cent. However, offering services and applications that came directly loaded onto a handset was new for Nokia, put it in direct competition with service providers, and required the company to develop a very different distribution strategy. It could not avoid the important stakeholders in the telecommunication value chain as they were also crucial partners whose cooperation was key to Nokia’s success. Successfully launching NLT in India could shift the telecommunications industry globally. The decision facing the vice president was likely one of the most important business decisions he would ever make.Teaching Note: 8B11M055 (9 pages)Industry: Information, Media & TelecommunicationsIssues: Value Chain; Industry Analysis; Financial Projections; Core Competence; Action Planning and Implementation; Telecommunications; IndiaDifficulty: 4 - Undergraduate/MBA
DELL INC. IN 2009Stewart Thornhill, Ken MarkProduct Number: 9B08M093Publication Date: 1/20/2009Revision Date: 5/3/2017Length: 18 pagesThe Dell story is well-known in the business world: a young Michael Dell, while attending the University of Texas in Austin, founds a computer sales company that eventually revolutionizes the industry. The case puts students in the position of a senior executive at Dell who is preparing for an investor relations meeting. As the senior executive reviews information on his company, he wonders how best to convey to skeptical investors that Dell's strategy will return the company to growth. In examining the Dell story, students learn about how Dell built up a set of competitive advantages that seemed unassailable until the early 2000s. The second part of the case illustrates the impermanence of competitive advantages - it describes how Dell is attempting to remake itself after falling behind its competitors.Teaching Note: 8B08M93 (5 pages)Industry: ManufacturingIssues: Strategy Development; Strategic Change; Globalization; Strategic BalanceDifficulty: 4 - Undergraduate/MBA
MCDONALD'S AND THE MCCAFE COFFEE INITIATIVEPratima Bansal, Lindsay SgroProduct Number: 9B04M008Publication Date: 1/15/2004Revision Date: 10/9/2009Length: 9 pagesWhile McDonald's breakfast and snack sales have been increasing, they have not kept pace with industry growth. The primary barrier to this sales growth in the Canadian market, according to a franchise owner, is the quality of the coffee. McDonald's in Canada has been attempting to build its coffee brand equity for many years. They had switched to the Higgins and Burke coffee but had little success changing customers' negative perceptions. To truly change customer perceptions, McDonald's needed to revolutionize their coffee program. McCafe was introduced in response to this coffee issue. McCafe was full service coffee bar, located in a McDonald's restaurant as an extension to the front counter or located as a stand-alone restaurant. Over 300 McCafes existed worldwide. While McDonald's would like to get a piece of the lucrative coffee market, McCafe's main objective was to eliminate coffee as a barrier to breakfast and snack sales. The question for one franchise owner is whether McCafe's strong initial sales can be sustained.Teaching Note: 8B04M08 (9 pages)Industry: ManufacturingIssues: Diversification; Corporate Strategy; Strategy Development; Strategy and ResourcesDifficulty: 4 - Undergraduate/MBA
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Chapter 7:
Long-Term Objectives and Strategies
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INDIGO AIRLINESArpita Agnihotri, Saurabh BhattacharyaProduct Number: 9B13M033Publication Date: 4/16/2013Revision Date: 4/16/2013Length: 18 pagesThe case focuses on the profitability of the Indian aviation industry and explains how Indigo Airlines, a new entrant in the Indian aviation space, registered profits within three years of its inception while its competitors continued to struggle with losses. The case demonstrates how a firm incorporating innovative business practices can not only survive but also earn abnormal profits. The strategies adopted by Indigo Airlines to reduce its operational cost and enhance its revenue are discussed in the case. The case also explores whether the profits earned by Indigo are sustainable in the long run and focuses on the changes in the competitive positioning of Indigo Airlines as it switches from the position of a low cost player to a hybrid player in the aviation industry.Teaching Note: 8B13M033 (8 pages)Industry: Other ServicesIssues: Innovative practices; competitive advantage; hub and spoke model; IndiaDifficulty: 5 - MBA/Postgraduate
KAYTEK: MANUFACTURING HOUSING AND LIVELIHOODS IN HAITIDavid Wood, Taylor SekhonProduct Number: 9B13M040Publication Date: 3/26/2013Revision Date: 9/4/2013Length: 11 pagesAfter a massive earthquake destroyed many buildings in Haiti in 2011, reconstruction has become a source of opportunity and competition for non-governmental organizations, international business and local companies. The Haitian chairman and CEO of a very successful, multi-million dollar information technology company wants to provide affordable quality housing, especially for the disadvantaged poor, using steel frame technology from his start-up, KayTek. What he has not yet determined is how to get his product to market. He has three options: to keep sales and construction in-house, to outsource, or to franchise in order to create opportunities for young Haitian engineers to become entrepreneurs. Each option has costs, in terms not only of finances and time but also of control of brand quality and accessibility.Teaching Note: 8B13M040 (12 pages)Industry: ConstructionIssues: Strategic Positioning; New Venture; Competitive Advantage; Sustainable Development; Franchising; HaitiDifficulty: 4 - Undergraduate/MBA
MILANGO FINANCIAL SERVICESNicole R.D. Haggerty, Fridah Theuri, Meera Haji, Nurin Jamal, Nadeem NathooProduct Number: 9B13M052Publication Date: 4/16/2013Revision Date: 8/3/2018Length: 13 pagesThe co-founder of a Kenyan microfinance institution was troubled. Although his company had experienced great success in the past three years, it faced cash flow problems in June 2012. The co-founder had exhausted his personal resources and seeks an investor, local or international banks, or a process improvement program to ensure the company’s long-term success. The co-founder needed to evaluate his options and propose a solution to the other board members.Teaching Note: 8B13M052 (4 pages)Industry: Finance and InsuranceIssues: microcredit; high growth strategy; developing country; emerging marketsDifficulty: 4 - Undergraduate/MBA
AIRASIA X: CAN THE LOW COST MODEL GO LONG HAUL?Ben Forrey, Andreas Schotter, Jonathan Doh, Thomas LawtonProduct Number: 9B12M013Publication Date: 2/17/2012Revision Date: 2/17/2012Length: 22 pagesBy 2007, AirAsia had become one of the most successful budget airlines in the world. Having dominated Southeast Asia and entered China and India, AirAsia was poised to solidify its place as a top budget airline and one of the most consistently profitable globally. But company founder Tony Fernandes had bigger plans. From the outset in 2001, Fernandes had intended to offer long-haul service, competing against the largest and most established airlines in the world. However, his advisors had urged him to focus on regional, short- to medium-distance service. With many previous successes, Fernandes was once again ready to attempt long-haul service. Despite warnings from industry insiders, Fernandes pushed forward with the expansion.
Hiring 36-year-old Azran Osman-Rani as the CEO for the new long-haul venture, nicknamed X, was a critical step in this process. By early 2010, X had received its eleventh aircraft and was flying to 15 destinations on three continents. However, over time the substantial differences between long-haul and short-haul operating requirements became more apparent. Consequently, the management decided to formally separate X from AirAsia. This separation, and the inherent challenges for X and its recently appointed head of commercial operations, included: (1) how best to leverage the extensive network of the regional sister company AirAsia in selecting new and profitable destinations for X, (2) how to increase revenues without raising ticket prices, (3) how best to globally position the airline’s brand in non-Asian markets, (4) how to shift his marketing team’s mentality away from a start-up mindset, and (5) how to prepare for a global initial public offering within the next year. See supplement 9B15M018.Teaching Note: 8B12M013 (15 pages)Industry: Other ServicesIssues: Strategic Marketing Management; Competitive Strategy; Expansion; Emerging Markets; Airline Industry; MalaysiaDifficulty: 4 - Undergraduate/MBA
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Chapter 8:
Business Strategy
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GROWTH AFTER THE 2008 FINANCIAL CRISIS: HUDSON BAY BANKCara C. Maurer, Bryan SinclairProduct Number: 9B12M108Publication Date: 4/17/2013Revision Date: 4/17/2013Length: 18 pagesIn early January 2009, the newly hired head of Business, Strategy & Development, Cash Equities at Hudson Bay Bank (HBB) was analyzing how his group could increase revenues after the market meltdown of 2008. His analysis specifically focused on a business segment known as high-frequency trading, in some ways a controversial revenue stream, whereby traders take advantage of split-second price differences to earn a profit. Although U.S. firms had been using this technology for years, the Canadian landscape had only just become hospitable to the concept. This business segment could represent an attractive new source of revenue, but the financial services industry had seen dramatic changes since 2007, calling into question many of its foundational policies and procedures. Will high-frequency trading provide the innovation that HBB was seeking to grow revenues?Industry: Finance and InsuranceIssues: Financial Crisis; Growth Strategy; High Frequency Trading; CanadaDifficulty: 4 - Undergraduate/MBA
IMAX: LARGER THAN LIFEAnil NairProduct Number: 9B09M019Publication Date: 5/22/2009Revision Date: 5/4/2017Length: 18 pagesIMAX was involved in several aspects of the large-format film business: production, distribution, theatre operations, system development and leasing. The case illustrates IMAX's use of its unique capabilities to pursue a focused differentiation strategy. IMAX was initially focused on large format films that were educational yet entertaining, and the theatres were located in institutions such as museums, aquariums and national parks. However, IMAX found that its growth and profitability were constrained by its niche strategy. In response, IMAX sought to grow by expanding into multiplexes. Additionally, IMAX expanded its film portfolio by converting Hollywood movies, such as Harry Potter and Superman, into the large film format. This shift in strategy was supported by the development of two technological capabilities - DMR for conversion of standard 35 mm film into large format, and DMX to convert standard multiplexes to IMAX systems. The shift in strategy was partially successful, but carried the risk of IMAX losing its unique reputation.Teaching Note: 8B09M19 (11 pages)Industry: Arts, Entertainment, Sports and RecreationIssues: Business Policy; Strategic Positioning; Industry Analysis; Corporate StrategyDifficulty: 4 - Undergraduate/MBA
RESEARCH IN MOTION: MANAGING EXPLOSIVE GROWTHRod E. White, Paul W. Beamish, Daina MazutisProduct Number: 9B08M046Publication Date: 5/15/2008Revision Date: 5/24/2017Length: 19 pagesResearch in Motion (RIM) is a high technology firm that is experiencing explosive sales growth. David Yach, chief technology officer for software at RIM, has received notice of an impending meeting with the co-chief executive officer regarding his research and development (R&D) expenditures. Although RIM, makers of the very popular BlackBerry, spent almost $360 million in R&D in 2007, this number was low compared to its largest competitors, both in absolute numbers and as a percentage of sales (e.g. Nokia spent $8.2 billion on R&D). This is problematic as it foreshadows the question of whether or not RIM is well positioned to continue to meet expectations, deliver award-winning products and services and maintain its lead in the smartphone market. Furthermore, in the very dynamic mobile telecommunications industry, investment analysts often look to a firm's commitment to R&D as a signal that product sales growth will be sustainable. Just to maintain the status quo, Yach will have to hire 1,400 software engineers in 2008 and is considering a number of alternative paths to managing the expansion. The options include: (1) doing what they are doing now, only more of it, (2) building on their existing and satellite R&D locations, (3) growing through acquisition or (4) going global.Teaching Note: 8B08M46 (19 pages)Industry: ManufacturingIssues: Telecommunication Technology; Change Management; Globalization; Staffing; Growth StrategyDifficulty: 4 - Undergraduate/MBA
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Chapter 9:
Multibusiness Strategy
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GREEN-TECH: BIO-FUELS HIGH GROWTH STRATEGYFederico M. Berruti, Heng-Yih (Gordon) LiuProduct Number: 9B11M123Publication Date: 1/20/2012Length: 12 pagesGreen-Tech Inc., a Canadian company founded in 2006, was dedicated to developing, manufacturing, and marketing portable and stationary systems for the production of bio-oils and bio-char from biomass residues and wastes. Green-Tech was a recent spinoff from a large university research centre with a very good reputation for providing bio-energy solutions. Although focused and well positioned, Green-Tech had to manage relationships with large companies such as Shell that controlled vast and complete supply chains of oil-related businesses, as well as small firms and clients that were unable to manage their waste effectively. Large firms could provide plenty of business opportunities for Green-Tech, but could also jeopardize the company’s autonomy. Small customers on their own might not bring in enough cash flow, but could give Green-Tech sufficient freedom to pursue its own strategic goals. Both relationships seemed to lead to a promising future for this entrepreneurial start-up company, but also created serious risks. At the time of the case in 2011, Fernando Bruteque, vice president and one of the principal engineers of Green-Tech, was seeking the appropriate growth approach for Green-Tech. Being in charge of business operations, Bruteque also had to maintain a balance between research and development (R&D), investor and client concerns, and business opportunities. What would be the appropriate growth strategies and business operation strategies for a resource-constrained firm such as Green-Tech? How should it proceed?Teaching Note: 8B11M123 (10 pages)Industry: Professional, Scientific, and Technical ServicesIssues: Bio-fuels; Renewable Energy; Research and Development; CanadaDifficulty: 4 - Undergraduate/MBA
ACQUISITION AND RESTRUCTURING OF KIA MOTORS BY HYUNDAI MOTORSSeungwha (Andy) Chung, Sunju ParkProduct Number: 9B09M015Publication Date: 2/9/2009Length: 16 pagesIn recent years, greater competition and diminished profits, due to domestic and global oversupplies as well as higher development costs, have led the automobile industry to engage in domestic and international mergers and strategic collaboration. This case examines one of the largest mergers and acquisitions (M&As) in the Korean automobile market in recent years: the acquisition of Kia Motors (Kia) by Hyundai Motors (Hyundai). The case describes the background conditions of the acquisition, the integration processes after the acquisition, and the requisites for Kia Motors to normalize management within a short time. Hyundai, in acquiring Kia, enhanced its competitive power in both domestic and global markets, achieving economies of scale and scope and strengthening its global market basis. That said, Hyundai/Kia faced several pressing challenges, among them the cooperation of Renault and Samsung Motors, the unclear domestic treatment of Daewoo Motors, and M&As taking place among top motor companies worldwide. This case study asks students to analyze the process of post-acquisition restructuring and the resulting synergy effects, inviting them to think through the strategies by which Hyundai/Kia may thrive in the global automobile market. Further, it illustrates both the current state of the domestic Korean automobile industry and recent trends in the global automobile market.Teaching Note: 8B09M15 (12 pages)Industry: ManufacturingIssues: Restructuring; Mergers & Acquisitions; Organizational Change; Integration; Ivey/YonseiDifficulty: 4 - Undergraduate/MBA
BCE INC.: FACING THE FUTUREStephen R. Foerster, W. Glenn Rowe, Heather TobinProduct Number: 9B09N015Publication Date: 9/24/2009Revision Date: 5/11/2010Length: 25 pagesBCE Inc. (BCE), one of Canada's leading integrated communications companies, faced numerous challenges. In the key wireless communications market, BCE was trailing its competitors on growth and revenue. BCE's share price was underperforming and shareholders, including the powerful Ontario Teachers' Pension Plan, were becoming concerned. In addition there were regulatory changes on the horizon that could have a serious impact on BCE's wireless division. BCE's chief executive officer (CEO) was faced with the task of improving BCE's competitiveness and shareholder value in a dynamic industry. What options did the CEO and his leadership team have, which ones were better for BCE and how could the better ones be executed in order to satisfy BCE's shareholders? The case provides a good opportunity to assess financial performance and assist in understanding the interaction of strategy and finance.Teaching Note: 8B09N15 (13 pages)Industry: Information, Media & TelecommunicationsIssues: Value Enhancement; Strategy Development; Strategy Implementation; Financial AnalysisDifficulty: 4 - Undergraduate/MBA
TATA MOTORS' ACQUISITION OF DAEWOO COMMERCIAL VEHICLE COMPANYMeera Harish, Sanjay Singh, Kulwant SinghProduct Number: 9B08M094Publication Date: 2/2/2009Revision Date: 5/3/2017Length: 15 pagesIn January 2004, the chairman of the India-based Tata Group, announced that the Tata Group would focus its efforts on international expansion to become globally competitive. This largely domestic vehicle manufacturing firm subsequently acquired a leading established South Korean firm, Daewoo Commercial Vehicle Company (DCVC). This case focuses on the background of the firms and the acquisition, and the bidding and acquisition process. It provides information on the interests of the acquirer and target, and how both came to see the value in the acquisition. The Tata Group acquisition presents an uncommon situation of how an Indian firm acquired a firm in South Korea while overcoming a series of cultural and other barriers. An analysis of this case provides the basis for determining what criteria should be considered to guide a successful acquisition. A companion case is also available, Tata Motors' Integration of Daewoo Commercial Vehicle Company.Teaching Note: 8B08M94 (10 pages)Industry: ManufacturingIssues: International Strategy; International Expansion; Management Decisions; Market Entry; Mergers & Acquisitions; Corporate Strategy; Business PolicyDifficulty: 4 - Undergraduate/MBA
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Chapter 10:
Implementation
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BUSINESS PROCESS OUTSOURCING AT APOLLO HEALTH STREETChristopher Williams, Ramasastry ChandrasekharProduct Number: 9B11M041Publication Date: 5/10/2011Length: 16 pagesThe managing director of Apollo Health Street (AHS), a health care business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: achieving 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., an integrated health care company located in Hyderabad, India. AHS had been growing at an 80 per cent compound annual growth rate since 2005 and aimed 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 health care 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 ten years, health care 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 health care BPO in the future? What new ways of competing could the company pursue?Teaching Note: 8B11M041 (10 pages)Issues: Securing Scale; Competitive Strategy; Health Care; Business Process Outsourcing; United States; IndiaDifficulty: 4 - Undergraduate/MBA
LEGO GROUP: AN OUTSOURCING JOURNEYMarcus M. Larsen, Torben Pedersen, Dmitrij SlepniovProduct Number: 9B10M094Publication Date: 12/1/2010Revision Date: 5/10/2017Length: 16 pagesThe last year's rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world - the LEGO Group - the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production besides closing down major parts of the production in high cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. This decision eventually proved itself to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. This sudden change in its sourcing strategy posed LEGO management with a number of caveats. Despite the bright forecasts, the collaboration did not fulfill the initial expectations, and the company needed to understand why this had happened. Secondly, what could LEGO management have done differently?Teaching Note: 8B10M94 (13 pages)Industry: ManufacturingIssues: Outsourcing; Management Control; Global Strategy; Supply Chain ManagementDifficulty: 4 - Undergraduate/MBA
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Chapter 11:
Organizational Structure
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INFUSION'S GREENFIELD SUBSIDIARY IN POLANDChristopher Williams, Wendelien van Eerde, Danielle TheProduct Number: 9B12M076Publication Date: 8/3/2012Revision Date: 5/25/2017Length: 12 pagesThe president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the end of the following year. The issues facing the president were threefold. Firstly, how could he work with the country manager to continue to grow the subsidiary? Attracting the right talent was vital to Infusion’s culture and business model. Initial growth in Poland was based partly on local referrals in the community of .NET professionals in Krakow. It was also based on being a new start-up with an entrepreneurial culture. The president and country manager were concerned that there were limits to these factors. Secondly, what role should Infusion Poland have in the wider company in the future? Should it become a global centre of excellence and a pivotal hub for the company’s innovative capability? If so, how? Thirdly, what kind of succession planning should be put in place for the country manager in Poland? If he moved to another post at Infusion, as expected, should the company seek a local country manager instead of transferring one from headquarters?Teaching Note: 8B12M076 (11 pages)Industry: Professional, Scientific, and Technical ServicesIssues: Growth of a Subsidiary; Role of a New Subsidiary; Country Manager; Information Technology; PolandDifficulty: 4 - Undergraduate/MBA
UJAALA BORDERLINE GENERAL INSURANCE COMPANY LIMITEDW. Glenn Rowe, Lyn Purdy, Unnat KohliProduct Number: 9B11C033Publication Date: 9/21/2011Length: 22 pagesIn the last two years, Ujaala Borderline had lost two key accounts and the bidding process for a third large account. Ujaala Borderline’s CEO and an executive VP had just left a meeting with the firm’s largest client, Sweekar Iron and Steel. Sweekar’s CEO had informed them that he was taking his firm’s business from Ujaala Borderline and going with another provider. He had pointed out several servicing issues that had occurred over the last two years and considered these issues to have been ignored. These problems included errors in policies and quotes, and inefficiencies in communication due to Ujaala Borderline’s many organizational changes and high staff turnover. As the CEO left the meeting, he wondered what had happened. He had recently been profiled in a national newspaper as the CEO of the leading general insurer in India, but now felt that he was embroiled in changes that he knew he had created. The CEO realized that Ujaala Borderline had many problems and knew that he had to act quickly and decisively to turn things around or else risk his job.Teaching Note: 8B11C033 (4 pages)Industry: Finance and InsuranceIssues: Rapid Organizational Change; Staff Turnover; Leadership Problems; Power Struggles; Insurance; IndiaDifficulty: 4 - Undergraduate/MBA
VICTORIA HEAVY EQUIPMENT LIMITEDTom A. Poynter, Paul W. BeamishProduct Number: 9B08M037Publication Date: 4/15/2008Revision Date: 5/18/2017Length: 12 pagesVictoria Heavy Equipment (Victoria) was a family owned and managed firm which had been led by an ambitious, entrepreneurial chief executive officer who now wanted to take a less active role in the business. Victoria had been through two reorganizations in recent years, which contributed to organizational and strategic issues which would need to be addressed by a new president.Teaching Note: 8B08M37 (7 pages)Industry: ManufacturingIssues: Growth Strategy; Organizational Structure; Leadership; DecentralizationDifficulty: 4 - Undergraduate/MBA
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Chapter 12:
Leadership and Culture
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TARGET SYSTEMS: CHALLENGES AND OPPORTUNITIES IN THE ELECTRONIC HEALTH INFORMATION SYSTEM ARENAMichael J. Fratantuono, David M. SarconeProduct Number: 9B12M090Publication Date: 10/29/2012Revision Date: 10/6/2015Length: 19 pagesIn the summer of 2010, the members of the business development team of Target Systems were carefully considering the possibility of entering the Electronic Health Information (EHI) systems arena. The company had both breadth and depth of experience in providing logistics, project management and information technology (IT) services to clients in the public and private sector. Although the employees of Target Systems were experts in a full range of IT services, no one in the company had deep expertise about the way IT applications were being used to manage patient care or administer health care organizations. The lack of expertise implied that a movement by Target Systems into the EHI systems arena would call for the company to simultaneously develop new products and services for a new set of clients –– to engage in growth by related diversification. That strategy would stand in contrast to the growth by concentration strategy the team had employed throughout company history. To pursue a diversification strategy the team would have to decide if it should provide services to regional health information organizations, hospitals or individual physicians’ practices. It would also have to decide whether it would cultivate new capabilities by investing in internal development or by seeking a strategic partner that was already operating in the arena. Ultimately, the way the business development team weighed the opportunities versus the challenges of adopting a new growth strategy in the context of a still uncertain external environment would strongly influence its decision as to whether or not the company should enter this new arena.Teaching Note: 8B12M090 (16 pages)Industry: Information, Media & TelecommunicationsIssues: Strategy formulation; diversification; United StatesDifficulty: 4 - Undergraduate/MBA
SUMERU SOFTWARE SOLUTIONS: CREATING A CULTURE OF SERENE DYNAMISMAmit Gupta, Kshitij SaxenaProduct Number: 9B11C036Publication Date: 10/6/2011Revision Date: 2/22/2012Length: 23 pagesSumeru Software Solutions was a software development consultancy firm headquartered in Bangalore, India, with offices in Washington, D.C., Dubai, and London. It began operations in July 2001 as a single project with two employees, and grew over 10 years into an organization with approximately 200 employees. The founding objective of Sumeru Software Solutions was to support Art of Living’s social development initiatives through profits earned from delivering high-quality services. Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational, humanitarian non-governmental organization engaged in stress-management programs, including yoga and meditation. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana, and positivity even in the face of adversity. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high-performing company over the next 10 years as it expanded its business and hired new employees.Teaching Note: 8B11C036 (15 pages)Industry: Information, Media & TelecommunicationsIssues: Corporate Culture; Corporate Social Responsibility; Management Philosophy; Value-based Management; Work-life Balance; India; IIM-Bangalore/IveyDifficulty: 4 - Undergraduate/MBA
PARAGON INFORMATION SYSTEMSW. Glenn Rowe, John R. PhillipsProduct Number: 9B02M038Publication Date: 1/9/2003Revision Date: 3/4/2011Length: 9 pagesParagon Information Systems is a small business unit owned by NewTel Enterprises Limited that manufacturers hardware for information technology and systems integration. The newly appointed chief executive officer is faced with a crisis. Days after his appointment, two vice-presidents resign and start a new company. The new company recruits the entire sales team, members of the technical unit and support staff from Paragon Information Systems, a loss of almost one third of Paragon's staff within two months. The new chief executive officer must meet short-term stakeholder needs, assess, formulate and implement long-term strategies, deal with the competitive threat of the new company, and consider the leadership style and control systems required to make the necessary level of change.Teaching Note: 8B02M38 (7 pages)Industry: Administrative, Support, Waste Management and Remediation ServicesIssues: Leadership; Strategy Development; Strategy Implementation; Organizational ChangeDifficulty: 4 - Undergraduate/MBA
VICTORIA HEAVY EQUIPMENT LIMITED - 2001Tom A. Poynter, Paul W. BeamishProduct Number: 9B01M004Publication Date: 1/25/2001Revision Date: 12/21/2009Length: 12 pagesVictoria Heavy Equipment (Victoria) was a family owned and managed firm which had been led by an ambitious, entrepreneurial chief executive officer who now wanted to take a less active role in the business. Victoria had been through two reorganizations in recent years, which contributed to organizational and strategic issues which would need to be addressed by a new president.Teaching Note: 8B01M04 (8 pages)Industry: ManufacturingIssues: Growth Strategy; Decentralization; Organizational Structure; LeadershipDifficulty: 4 - Undergraduate/MBA
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Chapter 13:
Strategic Control
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THE MERIT OF A POINTS-BASED MERIT SYSTEM AT THE EDWARDS SCHOOL OF BUSINESSDionne PohlerProduct Number: 9B11C042Publication Date: 1/17/2012Length: 16 pagesA new faculty member is engaged in a decision-making process surrounding the development of a points-based system designed to allocate merit pay at a business school. The process is forcing her to evaluate how she is structuring the allocation of her work, which is directly affecting her motivation toward coaching a student case competition team. Edwards has historically used a judgment-based approach to the allocation of merit. The case outlines the rationale used in the design of the new points-based system, discusses the potential advantages and disadvantages, and highlights the perspectives of different stakeholders throughout the process, including the union, the faculty, and senior administration. The union is opposed to merit, so has outlined fairly stringent criteria for the awarding of merit in the new collective agreement. Faculty opinion is mixed surrounding merit more generally, and the implementation of a points-based system versus a judgment-based system in particular. Senior university administration is committed to the continuation of the merit system at the university as a tool to reward outstanding performance and to retain star faculty. The individual departments at Edwards are in the midst of finalizing the standards and procedures for allocation of merit-based pay. The protagonist is uncertain about how her department will proceed in the design and allocation of points, and how it will result in her re-allocating her work tasks.Teaching Note: 8B11C042 (13 pages)Industry: Educational ServicesIssues: Motivation; Compensation; Performance Measurement/metrics; University Administration; Unions; Saskatchewan, CanadaDifficulty: 4 - Undergraduate/MBA
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Chapter 14:
Innovation and Entrepreneurship
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NOVARTIS IN INDIA: INNOVATION VERSUS AFFORDABILITYAnand Nandkumar, Charles Dhanaraj, Mridula AnandProduct Number: 9B12M111Publication Date: 1/17/2013Revision Date: 1/11/2013Length: 13 pagesThis case presents complex managerial challenges that stem from the institutional context in emerging markets, particularly in relation to the intellectual property regime and its impact on business strategy. The case centres around a multinational pharmaceutical firm, Novartis International AG (Novartis), that is waiting on a major court decision regarding patent policy as it pertains to one of the firm’s products.
The case takes students through the company’s journey in marketing a promising anti-cancer drug that had global sales of US$3.9 billion in 2009. Novartis’ global success with this drug is being challenged by the changing institutional environment surrounding innovation and pharmaceutical patents. The company’s decision to patent the drug in India and challenge the institutional system of patent law is meeting significant resistance from those who argue that the drug is neither novel nor affordable for most patients. With key domestic players staking their claim to the large pool of patients who could benefit from the drug, the case focuses on a controversial patents law. Given the uncertainty of the court’s final decision on these matters, students are asked to develop an action plan for the company’s future.Teaching Note: 8B12M111 (10 pages)Industry: Professional, Scientific, and Technical ServicesIssues: Emerging markets; intellectual property; business plan; IndiaDifficulty: 5 - MBA/Postgraduate
ORAL INSULIN: BREAKTHROUGH INNOVATION AT BIOCONNita Sachan, Prasad Kaipa, Anand Nandkumar, Charles DhanarajProduct Number: 9B11M065Publication Date: 7/28/2011Length: 18 pagesThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug through Phase I and Phase II trials, and is entering the most critical stage, Phase III. The case is set in 2009, a period that was punctuated with a lot of economic uncertainty. Students are asked to decide if Biocon should go ahead with Phase III and, if so, whether it should be done locally or globally and with a partner or alone. The case also deals with transitioning research and development strategies in emerging markets, wherein firms that have traditionally focused on “imitation” (or generic drugs) are moving to high-risk drug discovery.Teaching Note: 8B11M065 (11 pages)Industry: Health Care ServicesIssues: Innovation; Technology Commercialization; Technology Licensing; Research and Development (R&D); Pharmaceutical Industry; India; Ivey/ISBDifficulty: 4 - Undergraduate/MBA
DANIMAL IN SOUTH AFRICA: MANAGEMENT INNOVATION AT THE BOTTOM OF THE PYRAMIDVerity Hawarden, Helena BarnardProduct Number: 9B10M099Publication Date: 1/21/2011Revision Date: 8/23/2012Length: 15 pagesThis case focuses on management innovation in the South African dairy industry, describing how an innovative new yoghurt product, Danimal, was created specifically for the market at the base of the pyramid. It explains how management of the product line embodied the various innovation opportunities and challenges presented. The concept was initially introduced in order to assess the feasibility of profitably servicing this market. However, the project was not simply about introducing a cheap brand to the poor but was more about creating brand awareness in the market at the base of the pyramid. The new product took into consideration the nutritional shortcomings in the diet of children in this market and also allowed for the lack of available infrastructure — electricity and refrigeration.
The case illustrates the importance of a product being affordable, relevant, and available to its market. Innovation went further than product design and also took into account the necessity of a lean distribution channel. This took the form of micro-distributors, referred to as Danimamas, who comprised township residents that were unemployed or part-time employed. The case offers insights into the complexity of doing business in developing countries. It concludes with the challenge of how to ensure that the project continued on its upward trajectory.Teaching Note: 8B10M099 (17 pages)Industry: ManufacturingIssues: Positioning; Developing Countries; Innovation; Social Marketing; Brand Development; Dairy; South Africa; GIBSDifficulty: 5 - MBA/Postgraduate
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