學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
More is not always better: Cybage's Growth Strategy by Internal Focus
內容大綱
Headquartered in Pune, India, Cybage was one of the plethora of players in the Indian software and information technology ("IT") services sector. Nevertheless, Cybage had enjoyed a double-digit growth rate in the past few years, compared to the industry's growth rate of 14.9% in 2011. Could Cybage's growth be attributed to the general expansion of India's knowledge economy, or had Cybage developed a set of capabilities that differentiated the company from its peers and drove the company to expand from a handful of IT practitioners to a company with a global footprint of nearly 4,000 professionals? What were Cybage's differentiators and how did they become the company's core competencies, allowing it to make headway despite competition from top-tier Indian IT companies?