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Between 2000 and 2004, India's economy grew by 6.35%. Focuses on the states of Punjab and Kerala, which emphasized sharply different development strategies. The states had to decide whether to focus their investment efforts on physical capital or improving social indicators. Both states faced constraints in the form of budget deficits, competition from other states, and coordination with central government policies.

In 1996, CEO Fernando Garcia Checa wanted to make customer analytics a part of Bancaja's new strategy. Bancaja, a savings bank based in Valencia, Spain, was expanding and wanted to exploit customer information to increase commercial effectiveness. At the same time, it was pushing for innovation in the nascent Spanish credit card market. To avoid the considerable investments of time and money that a large-scale customer relationship management (CRM) project would require, the bank decided to explore its benefits with a smaller pilot project. It appointed a CRM project team to design and implement a project focused on credit cards. Describes the challenges of the Spanish credit card market at the time, the methods for profiling credit card customers, and the variables involved in designing an optimal credit card. Concludes with a consideration of the decisions the CRM team had to make in designing the project, including whether to use conjoint analysis or implement a mini campaign.

Successfully adopting a fast food and self-service concept had allowed Komala's to serve customers at a quick pace, which helped to accomplish the business goals of offering a large product range, providing a superior ambience to customers, attracting skilled manpower and competitive pricing. However, its seasonal peak demand created capacity constraints and resulted in customers patronizing neighbouring restaurants.

BASIX, an Indian microfinance corporation, must decide whether to continue to sell weather insurance to its clients. A brand-new financial product, weather insurance pays if measured rainfall during the growing season falls below a pre-specified limit. Mr. Sattaiah, managing director of the BASIX's bank, considers a revised insurance policy for the coming season, weighing the costs and potential risks of expanding the product against the potential benefits.

A summary of the major themes discussed in the first class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the second class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the third class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the fourth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the fifth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the sixth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the seventh class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the eight class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the ninth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the eleventh class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the twelfth class of The Moral Leader (EC curriculum).

A summary of the major themes discussed in the thirteenth class of The Moral Leader (EC curriculum).

Founded in 1970, the Agency for Volunteer Service (AVS) was a non-governmental organization in Hong Kong with the mission of facilitating volunteerism and managing education, health, and welfare services. For more than two decades, it played an active role in the Hong Kong social service sector. However, in the years 1998 to 2001, several factors prompted AVS to undergo organizational transformation: a temporary crisis in management, a change in the source of government funding signalling a shift in the organization's mission, and the United Nations' designation of 2001 as the International Year of Volunteers. These changes compelled AVS to carry out a strategic review in 2001 and undergo radical organizational transformation. How should it implement strategic change to incorporate this new vision? Introduces students to the concept of radical organizational transformation and familiarizes students with managerial competencies common to successful transformations.

In Hong Kong in 2001, a leading eye drop brand's position was threatened. Although it was a top selling brand (from here on referred to as EDB), overall eye drop usage was declining and the entire category was shrinking. Furthermore, customers showed no particular brand preference and price alone determined sales. To better understand the situation, the company surveyed EDB's target customers and discovered that its brand image was outdated and that its core users had aged with the brand. Thus, in order to sustain a long-term customer base, EDB needed to realign with its target audience and reposition the brand. The company hired Beyond Interactive to help them face these challenges. The Beyond team came up with a one-to-one interactive online campaign, EDB and Friends, aimed at achieving three objectives: reposition the brand towards a younger audience, rejuvenate the brand image, and establish brand preference. With its games, its likable virtual personality, and relevant content, EDB and Friends helped the company achieve its objectives and the award-winning campaign was a commercial success. Introduces and illustrates the following concepts: one-to-one marketing, brand revitalization, and repositioning. Provides a best-practice example of a creative online marketing campaign.

Spreadsheet Supplement for case 207099.

Identify players in an industry on the basis of their accounting ratios, and draw conclusions about their strategies and relative performance.