By May 2015, Zivame, an Indian online lingerie retailer, had established itself as a market leader in this category by providing traditionally conservative Indian women a reliable solution to help them confidently purchase their most intimate wear while avoiding any confrontation with sales executives, mostly men, of brick-and-mortar stores. It helped its customers understand their lingerie needs, browse through styles, order their right size and get their orders delivered quickly at their doorstep without any embarrassment. Reliable customer care, availability of various national and international brands and a wide range of sizes and styles had made the brand popular in its target market, averaging 1,200 daily orders, almost a 200 per cent jump from the previous year. Can Zivame reach its goal of becoming a billion dollar enterprise in the next five to seven years or will confining itself to the women’s lingerie segment become a hurdle to future growth?
The Gilbert Lumber Co. is faced with a need for increased bank financing due to its rapid sales growth and low profitability. Students must determine the reasons for the rising bank borrowing, estimate the amount of borrowing needed, and assess the attractiveness of the loan to the bank. A rewritten version of an earlier case. Allows students to practice ratio analysis, financial forecasting, and evaluating financing alternatives.
This case study shows the evolution of the Chinese television program Fei Ni Mo Shu (You are the One), from an unrecognized show in 2010 to becoming a television phenomenon in 2015. The success of Fei Ni Mo Shu (You are the One) has resulted from it reflecting the current Chinese labor market, people's career attitudes and what Chinese employers demand from the employees. As Fei Ni Mo Shu enters its sixth year, the show's producer grapples with questions of how to keep the show fresh and appealing as the underlying social and economic conditions that led to its success change.
After more than 25 years of operation, Beacon Group had grown from having 3 small classrooms on the fourth floor of a commercial building, to a network of 21 centers across Hong Kong with over 60,000 students enrolled per year. The key long-term challenge for the industry was that due to low birth rates in Hong Kong, over the next decade there will be a precipitous decline in the number of senior secondary school students, who account for the lion's share of market demand for tutorial services as they prepare for the Hong Kong university entrance exam. Given this impending demographic shift, Beacon Group needed to find new sources of demand for their services. Options included expanding into Mainland China, establishing new on-line offerings to lower costs and further to introduce new products and services to appeal to a more diverse set of students. In addition to this core challenge, the case provides opportunities to discuss the following topics: how a family business can scale in the face of numerous challenges, and how leaders can design creative incentive systems to attract and retain key professional talent.
This case examines InSightec, a company that had pioneered a therapeutic medical technology known as magnetic-resonance-guided focused ultrasound surgery with a product line named ExAblate. Further developing the technology to include brain treatments in a product called ExAblate Neuro, InSightec had the proprietary ability to safely penetrate the skull en route to a targeted lesion. Among other ailments, essential tremor (ET) appeared to be effectively treated in this manner. With FDA approval of ExAblate Neuro expected within two to three years, InSightec's VP of sales and marketing in the Americas was now tasked with devising a go-to-market strategy for the launch of this innovative new medical device in the complex and evolving U.S. health care market.
In 2013, the long-delayed IPO of the Bangkok Mass Transit System Public Co. Ltd. (BTSC) took place, but in an unusually complex form. Instead of selling the shares of the company that owned the elevated railway concession, what was offered were investment units in Thailand's first publicly listed infrastructure mutual fund: the BTS Rail Mass Transit Growth Infrastructure Fund (BTSGIF). Proceeds from the IPO were used to acquire from BTSC the rights to the net farebox revenue generated from the railway. The investment exposed investors not only to the operating risk of the railway but to other types such as political risk.
In 2013, the long-delayed IPO of the Bangkok Mass Transit System Public Co. Ltd. (BTSC) took place, but in an unusually complex form. Instead of selling the shares of the company that owned the elevated railway concession, what was offered were investment units in Thailand's first publicly listed infrastructure mutual fund: the BTS Rail Mass Transit Growth Infrastructure Fund (BTSGIF). Proceeds from the IPO were used to acquire from BTSC the rights to the net farebox revenue generated from the railway. The investment exposed investors not only to the operating risk of the railway but to other types such as political risk.
The case discusses the public-private partnership to build the New Royal Adelaide Hospital (NRAH) (replacing the outdated Royal Adelaide Hospital) at a cost of A$1.7 billion in 2009. The 35-year concession was eventually awarded to a consortium, the South Australian Health Partnership (SAHP), and the government agreed to make an annual service payment to the consortium of A$397 million a year once the hospital was completed in 2016. Rising state debt in the wake of the global financial crisis led to protests by opposition politicians when the cost of the NRAH was said to have ballooned.
The case discusses the public-private partnership to build the New Royal Adelaide Hospital (NRAH) (replacing the outdated Royal Adelaide Hospital) at a cost of A$1.7 billion in 2009. The 35-year concession was eventually awarded to a consortium, the South Australian Health Partnership (SAHP), and the government agreed to make an annual service payment to the consortium of A$397 million a year once the hospital was completed in 2016. Rising state debt in the wake of the global financial crisis led to protests by opposition politicians when the cost of the NRAH was said to have ballooned.
This exciting case is about a whistle-blower who exposes bribery and corruption in defence contracting in the Middle East. Sebastian is hired to manage a $3.25 billion military contract, but must figure out what to do when he realises his company is paying bribes to local officials.
This exciting case is about a whistle-blower who exposes bribery and corruption in defence contracting in the Middle East. Sebastian is hired to manage a $3.25 billion military contract, but must figure out what to do when he realises his company is paying bribes to local officials.
The Mulliez family owns one of the largest retail empires in the world. From its origins in northern France, its members have launched more than 20 different retail enterprises including Auchan (supermarkets), Boulanger (electronic devices), Decathlon (sports stores), Phildar (hosiery and yarn) and many other well-known brands. With more than 700 family members currently, they have nurtured a unique business model whereby new generations receive an in-house education and incentives are provided through innovative ownership design. The case identifies the contributions of the Mulliez family that underpin the conglomerate´s successful business strategy. It also analyses the challenges facing the family and its use of special governance structures to mitigate them.
The Kam family has owned Yung Kee, a huge 750-seat restaurant in Hong Kong, for more than 50 years. Starting out as a food stall, the business still 'packs them in' today. However, soon after the death of the patriarch, at the age of 96, in 2004, his two oldest sons became embroiled in a bitter and very public family feud over the restaurant's management and the family fortune, estimated to be worth HK$2 billion.
On September 25, 2014, the prime minister of India extended an official invitation to businesses across the globe to invest and produce in India. The program, called “Make in India,” began as a way to meet the growing needs of the country’s developing economy by encouraging both local innovation and foreign direct investment. Its goal was to make products without defects and with no negative impact on the environment, while protecting intellectual property. Regulatory changes and labour reforms were undertaken to enable favourable conditions for investment. However, various leading authorities had doubts about the program’s focus on manufacturing and the likelihood of a successful replication of China’s export-led growth model. With the many strategic and operating challenges in the way, especially with regards to infrastructure and the availability of a sufficiently skilled and motivated workforce, will “Make in India” be able to succeed in transforming the Indian economy?
Two employees at 8SK Consulting, a major firm with 800 staff in five divisions, need to find a way to manage their leader effectively. A junior hire who is ready to take on more responsibility in order to advance her career is frustrated – although her leader has previously played an important role as her mentor and guide in the company, he now seems to be in the way of her promotion to more important positions. A senior quality specialist wants to refuse an offered team leader role, because of family concerns, but is worried how that may disappoint her boss and how it might affect not only hers but his career. How can these employees effectively and proactively manage a leader in order to reach personal and career goals? Can be used with 9B15C025.
On September 25, 2014, the prime minister of India extended an official invitation to businesses across the globe to invest and produce in India. The program, called "Make in India," began as a way to meet the growing needs of the country's developing economy by encouraging both local innovation and foreign direct investment. Its goal was to make products without defects and with no negative impact on the environment, while protecting intellectual property. Regulatory changes and labour reforms were undertaken to enable favourable conditions for investment. However, various leading authorities had doubts about the program's focus on manufacturing and the likelihood of a successful replication of China's export-led growth model. With the many strategic and operating challenges in the way, especially with regards to infrastructure and the availability of a sufficiently skilled and motivated workforce, will "Make in India" be able to succeed in transforming the Indian economy?
Two employees at 8SK Consulting, a major firm with 800 staff in five divisions, need to find a way to manage their leader effectively. A junior hire who is ready to take on more responsibility in order to advance her career is frustrated - although her leader has previously played an important role as her mentor and guide in the company, he now seems to be in the way of her promotion to more important positions. A senior quality specialist wants to refuse an offered team leader role, because of family concerns, but is worried how that may disappoint her boss and how it might affect not only hers but his career. How can these employees effectively and proactively manage a leader in order to reach personal and career goals?