Set in 2018, the case describes the evolution of New Delhi Television Limited (NDTV) in the Indian news broadcasting industry. Starting as a news production company in 1988, NDTV ventured into general entertainment, media consulting, and e-commerce over the next three decades. Students analyze how the firm tailored its activities to pursue a differentiation strategy in news broadcasting. They also assess the challenges faced by NDTV when it diversified into new businesses and its ability to leverage core assets (star journalists) in these businesses.
This is a three-part case on India's largest consumer goods company, Hindustan Unilever Limited (HUL), a subsidiary of Unilever, the Anglo-Dutch multinational company. The case traces HUL's journey from inception till the end of 2018 with an emphasis on the last two decades. The case also documents developments at Unilever during the last two decades. Students analyze HUL's strategy and performance in the context of the changing competitive landscape in India as well as the strategic imperatives of Unilever. The case also helps them examine the impact of the evolving parent-subsidiary relationship on HUL's strategic choices.
Set in 2017, the case describes the evolution of Yash Raj Films (YRF) in the Hindi-language movie industry, popularly called Bollywood, in India. In the year 2000, the Government of India officially recognized Bollywood as an industry. This policy change ushered in the corporatization of Bollywood. Set against this backdrop, the case describes how Aditya Chopra, the current chairman and managing director of YRF, led the firm's evolution from a boutique production company into a full-fledged studio. Students analyze the firm's pursuit of fit among different activities and evaluate the challenges involved in sustaining the fit, amidst ongoing developments in the industry.
Set in 2018, the case describes the evolution of the Indian Premier League (IPL), a franchise-based professional cricket league in India. Since its inception in 2008, the IPL has enjoyed huge popularity among players and fans, despite being dogged by controversies. Students must analyze the team-design strategies of the franchises profiled in the case. This analysis helps uncover different models of team design, including their pros and cons, in human-capital-intensive contexts. Relating team design to team performance helps understand the significance of star performers and complementarity among team members.
Set in 2016-17, the case describes the evolution of the Hindi movie industry, popularly called Bollywood, in India. Specifically, the case focuses on an exogenous shock that occurred in 2000 when the Government of India formally recognized Bollywood as an 'industry' through a policy change. This change ushered in the corporatization of Bollywood which, in turn, affected the industry's structure. Keeping production companies at center stage, students must analyze whether and how corporatization changed the bargaining power of different stakeholders vis-Ã -vis production companies. The analysis also helps evaluate how the industry might evolve in the future.
i-flex is a unique illustration of an Indian software product company that emerged from an ecosystem dominated by software services firms. The case comprises two parts. The first part, set in late 2005, describes the company's evolution into a global market leader in the banking software industry ending with its acquisition by Oracle. The second part of the case, set in 2015, provides an update on the evolution of the company in the 10 years since its acquisition by Oracle.
Supplement to case IMB603. i-flex is a unique illustration of an Indian software product company that emerged from an ecosystem dominated by software services firms. The case comprises two parts. The first part, set in late 2005, describes the company's evolution into a global market leader in the banking software industry ending with its acquisition by Oracle. The second part of the case, set in 2015, provides an update on the evolution of the company in the 10 years since its acquisition by Oracle.
Set in 2015, the case describes the evolution of the Indian software services industry from being a supplier of software professionals for onsite projects in the 1990s to becoming an innovation partner of enterprises embracing digital transformation in recent years. The $132 billion industry has become the preferred destination for Information Technology and Business Process Management outsourcing needs of global clients as also the largest private sector employer in India. In the mid-2000s, the widely acclaimed Global Delivery Model pioneered by the Indian software services firms not only enabled them to grow exponentially but also forced a change in strategy of global software services firms such as IBM and Accenture. To match the operating costs of Indian software services firms, the global firms were forced to adopt an offshore-centric operating model and set up large centers in India. The period ensuing the global financial crisis in 2008 saw two significant developments: a reordering of industry leadership among firms, and digital technologies gaining traction. This emergence and integration of digital technologies has implications for delivery cycles, pricing models, customer expectations, and the competitive scenario, among others. The case draws attention to a discussion of these issues. The case comprises three broad sections. The first section discusses the industry's evolution after India's economic liberalization in 1991 and the Y2K opportunity that provided a fillip to the industry's growth. The second section describes the global delivery model of Indian software services firms, its impact on global software majors, and evolution of the competitive landscape amid the global financial crisis in 2008. The third section describes the actions of various firms with the advent of digital technologies, and briefly discusses the opportunities and challenges for incumbent firms.