學門類別
政大
哈佛
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Did I Just Cross the Line and Harass a Colleague?
- TNT Assignment: Financial Ratio Code Cracker
- Porsche Drive (A): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
-
Fastech Fashions: A Struggle for Survival
Fastech Fashions Private Ltd. was founded in Rourkela, India in 2017 with the goal to elevate the livelihoods of traditional Odia weavers. By 2022 the company had experienced notable success, focusing on T-shirts, school uniforms, traditional handicraft products, professional attire, and athleisure. However, tension between the investors and one of the owners grew when the owner's commitment to reinvesting in weavers for broader societal impact interfered with the company's profits. Balancing profitability and philanthropy became a critical challenge. The emotional and logical complexities of decision-making had to be made while under constant pressure from investors. Strategic choices needed to be considered, as well as the delicate balance between business success and social impact. -
Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation
Orchid Chemicals & Pharmaceuticals Limited (Orchid) is an Indian pharmaceutical company, which commenced its operations in 1994. Over a span of 10 years, the turnover of this company has increased from US$11 million to US$153 million. The company's profit after tax registered a five fold increase from US$1.3 million to US$6.8 million in the corresponding period. Early success was a combination of pricing flexibility, lower production cost and business opportunities in unregulated markets. Orchid decided to explore opportunities for the manufacture of generic drugs in the regulated markets and formulations in the domestic market. Diversification to basic research was also considered. Cooperation and joint ventures were the primary route to expand and explore new molecule discovery. By 2005, Orchid was no longer a single-product company, its business had widened to multiple products in bulk, formulations and generics, in both regulated and unregulated markets. Orchid was making its presence felt in its novel drug delivery systems and new drug development processes. In 2005, Orchid faced several challenges related to financial leverage and risks, leadership, managerial challenges associated with joint ventures, balancing the new business model, setting global trends in being a pioneer in the industry, addressing shareholders' concerns and evolving an appropriate organization culture and process.