The story of Daksh, one of India's leading BPO companies that was bought out by IBM in April 2004 at an estimated amount of US$170 million, had all the elements of the great Indian IT dream: entrepreneurship, innovation, venture capital, wealth creation and a quick exit. Elaborating the post buy-out scenario the case highlights various issues arising from mergers and acquisitions and throws throws open for discussion different aspects of the dynamics of acquisition integration. The case also addresses the question as to why the soon-to-go-public Daksh had agreed to a sell-out and, more importantly, what had prompted IBM to acquire Daksh. Students are challenged to evaluate whether or not the takeover was the right decision, and how it fit into IBM's overall strategy. The case can either be used independently or in conjunction with Daksh and IBM: Business Process Outsourcing in India - Part 1. The Formative Years, which looks at Daksh as a fast growth entrepreneurial venture.

An undisputed success story, Daksh eServices was one of the leading Business Process Outsourcing (BPO) service providers in India. Launched by a group of friends in 2000, it started by providing web-based customer support services for global clients. By 2004, having added voice capability to complete its service offering, it had grown into a 6,000 strong company with reported revenues of over US$50 million. Given the market conditions, Daksh had all the right numbers to be a sell out IPO. At the same time, IBM had expressed a concerted interest to buy out the company. What had emerged as the relevant question was, whether or not the IPO was the best way to go ahead. Alternatively, was the sell out to IBM a better option? If so, what should be the asking price? While the top management at Daksh evaluated both options, industry analysts reflected as to why a BPO company like Daksh made sense for IBM in the first place.

Pioneering the discount store concept in cosmetic retailing in Hong Kong, Eleanor and Simon Kwok had succeeded in building Sa Sa into one of Asia's largest cosmetic and beauty service retailers. Enunciates Sa Sa's growth in the face of a host of environmental contretemps, including the Asian financial crisis and the SARS pandemic. Escalating rents coupled with lower-than-expected tourism figures harbingered continual turbulence in its core market, Hong Kong. Under pressure to maintain margins, other causes of concern were continued losses from its operations in China and the unsatisfactory performance of its beauty services division. Additionally, it appeared that Sa Sa was facing a positioning paradox--that of being a low-cost retailer, stocking goods from parallel imports, while trying to project the upmarket image required by the global brands it stocked. Evaluating Sa Sa's current status, students can develop strategies that would enable Sa Sa's continued success and ability to compete in the changing retail environment.

Television in India has been around for just over four decades. For the first 17 years, transmission was restricted to black and white, and sales figures of television sets were minimal. The liberalization of the Indian economy, however, brought with it many changes, including the entry of a number of global players in manufacturing and broadcasting. In a span of just over 10 years, the broadcasting industry grew from a single public service provider to a thriving sector with over 300 channels beamed across India. Sales of televisions, though characterized by a low penetration rate, also continued to grow steadily. By 2005, India's potential as one of the world's largest viewerships was attracting the attention of international media giants. Paradoxically, infrastructure and the prevailing regulatory environment brought into question the abeyant growth of the industry. This was especially so for rural India, which is typically characterized by low levels of disposable income. Looking at the industry from broadcasting and manufacturing perspectives, this note explores the dynamics, challenges, and prospects of Indian television.

Incorporated in 1983, Giordano International consolidated its position as a leading casual apparel retailer in Asia Pacific by offering customers value for money, good customer service, and classic, simple designs. By constantly improving its operating efficiencies, the company survived the Asian economic downturn and the outbreak of Severe Acute Respiratory Syndrome (SARS). Its newest challenges, however, were increased competition, surging rents, higher interest rates, and the omnipresent threat from the avian bird flu. How Giordano could sustain its past success was perhaps the most critical question confronting its management. Provides an opportunity to examine what strategy would ensure Giordano's continued success over the intermediate and long-term future.

Illustrates the underlying forces that erode a company's competitive advantage and are instrumental in converting its success into failure. Focuses on Motorola's strategic evolution in China, and shows how, over time, divergences emerged between the company's competence and basis of competition, and between its strategy and action. Provides an opportunity to examine how Motorola should strategically re-position itself in China to attain sustained competitive advantage.

Details Whirlpool's initial years in China and illustrates the problems that a global industry leader can face while entering a new, developing market like China. Although it is relatively easy to gain access to the larger cities, there are many barriers associated with establishing a brand presence and gaining a foothold in the lesser developed regions of China. Allows students to examine how Whirlpool should reposition itself in China, investigating specifically whether Whirlpool China should concentrate on selling or sourcing in the future.

Examines the paradox of bringing in a charismatic leader to spearhead organizational change in a company renowned for its strong legacy and culture. On the one hand, in the face of a rapidly changing competitive environment, HP, a Silicon Valley icon, was looking to initiate an organizational transformation. On the other hand, it was a company embedded in tradition--with the charismatic Carly Fiorina having to struggle with the tensions between various organizational components, including company loyalists who opposed a change in the traditional systems, processes, structure, and culture. Also allows discussion of the strategic options available to Mark Hurd, HP's new CEO.

Since its inception in 1984, Lenovo Group Ltd. had grown from a company engaged primarily in the distribution of imported computers to being the largest IT corporation in the People 's Republic of China. Although Lenovo was able to hold onto its market leadership position, competitive pressure from Dell, IBM, Toshiba, and HP was increasing, with the company taking large hits, mainly at the hands of Dell. Engaging in a series of price wars to retain the low end of the consumer segment, Lenovo was also struggling to maintain its stronghold in corporate sales to Chinese government ministries and schools. With the PC market in China maturing rapidly, Lenovo's main challenge was to develop a business model that would not only combat Dell's direct selling model but would also take advantage of the group's traditional strengths. With a view to meeting the group's projected target of becoming a Fortune 500 company by 2010, Lenovo was looking toward tapping international markets as well as exploring product diversification strategies in the local market. Lenovo's predicament highlights the growing pains many Chinese companies faced in their efforts to become global players while defending their domestic market share from foreign rivals.