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<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Indian Management Issues and Opportunities Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>Part D of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M006.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Indian Management Issues and Opportunities Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>Part C of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M007.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Indian Management Issues and Opportunities Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>Part B of a four-part series, which also includes 9B13M004, 9B13M006 and 9B13M007.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Indian Management Issues and Opportunities Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>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. <br><br><br><br>The case is structured as a four-part series:<ul><li><br>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.</li><li><br>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?</li><li><br>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.</li><li><br>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.</li></ul>

The disastrous events of 2011--an earthquake and a nuclear accident, a major accounting scandal at a well-known company, and an unusual current account deficit--have brought Japan back into the international news. Although China and other countries in Asia have grown faster and gained greater attention in the last decade, Japan continues to be an important business player. Japan has the world's third-largest economy and is home to many major corporations, leading-edge technology, operational knowhow, and a strong currency. While much about Japan seems familiar, many of our beliefs about the country remain frozen in the early 1990s, when Japanese management was a hot topic and Japanese businesses appeared invincible. Japan has changed much since then, however, and deserves an updated understanding. In this article, we identify six commonly held myths about Japan, present corresponding realities, and discuss recent developments and implications for managers.

This 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.

PowerPoint presentation for product 8B12M111.

This 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. <br><br><br><br>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.

PowerPoint presentation for 8B10M061.

PowerPoint Presentation for product 8B09M89.

Godrej, a Fast Moving Commercial Goods (FMCG) company in India, historically known for its refrigerators in the Indian market, contemplated launching a new product for rural markets. Chotukool was an unconventional cooling solution targeted at the bottom of the pyramid (BOP) segment in India. More than 80 percent of the population in India does not own refrigerators and 50 percent of the population earns less than US$2 per day. The study tracks Godrej's journey of disruptive innovations from the conception of the idea to the marketing challenges faced by the company. It also focuses at length on how the organization plans to execute two parallel business models, one aimed at the consumers of traditional refrigerators while the other one simultaneously targets current non-consumers. The case focuses on the management challenge of innovating across the value chain in order to succeed at social innovations.

Godrej, a fast-moving commercial goods (FMCG) company in India that was historically known for its refrigerators in the Indian market, contemplated launching a new product for rural markets. Chotukool was an unconventional cooling solution targeted at the bottom of the pyramid (BOP) segment in India. More than 80 per cent of the Indian population did not own a refrigerator and 50 per cent earned less than US$2 per day. The study tracks Godrej’s journey of disruptive innovations from the conception of the idea to the marketing challenges faced by the company. It also focuses at length on how the organization planned to execute two parallel business models, with one aimed at the consumers of traditional refrigerators and the other simultaneously targeting current non-consumers. The case focuses on the management challenge of innovating across the value chain in order to succeed at social innovations.

This 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 - a promising therapeutic area both in terms of financial returns as well as social impact. The company had spent several years of R&D in getting the drug through Phase I and Phase II trials, and was 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.

This 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.

This case deals with the commercialization challenges that a premier research institute in an emerging economy faces despite conducting cutting-edge research. The case is set in 2009 in Hyderabad, India, soon after the appointment of CCMB’s new director, Dr. Mohan Rao. Rao has to decide how to proceed with incentivizing the scientists to find potential applications for their research when most scientists are merely interested in doing basic research and when, at the same time, the government is increasing its emphasis on the use of public science for societal good. The case also deals with the role of commercialization and technology transfer, publishing versus patenting, basic versus translation sciences, and incentives.

Presentation for product 8B11M065.

Spreadsheet for product 8B11M065.

This case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery resulted in panic in customers after the Indian media widely publicized the potential dangers that defective batteries could pose. Over a three-month period, Nokia India had to recall a few million batteries and replace them with new ones.<br><br>The case provides an opportunity for students to develop practical knowledge of the role of operations management in a product recall situation, particularly in an emerging market context. Product recalls are an integral part of supply chain management (SCM). Companies inevitably face a question of when, not if, a recall will be necessary. These recall situations combine the complexity of operations with the time-urgency of a mission-critical task. The case also provides a rich context to learn about the interaction of SCM, information systems and reverse logistics, and to understand the marketing, logistics, and communication challenges faced by a multinational company operating in an emerging market such as India.

PowerPoint presentation for product 8B11D003.

The case provides an opportunity for students to develop practical knowledge of the role of operations management in a product recall situation, particularly in an emerging market context. Product recalls are an integral part of supply chain management (SCM). Companies inevitably face a question of when, not if, a recall will be necessary. These situations combine the complexity of operations with the time-urgency of a mission-critical task. The case also provides a rich context to learn about the interaction of SCM, information systems and reverse logistics, and to understand the marketing, logistics and communication challenges faced by a multinational company operating in an emerging market such as India.<br><br>The case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in the Indian mobile devices. India, incidentally, was also Nokia's second largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery, resulted in panic in customers after the Indian media widely publicized the potential dangers that defective batteries could pose.<br><br>Over a three-month period, Nokia India had to recall a few million batteries and replace them with new ones.<br><br>The objectives of the case include 1) developing an effective product recall / reverse logistics plan that would ensure preparedness for the challenges and urgent circumstances that might surface in a recall situation, 2) understanding the key criteria for success of product recall systems and 3) understanding the interface of management action and the logistics system under a crisis situation.