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  • GE Energy — The Decision to Re-enter India: Is Opportunity “Blowing in the Wind”?

    In July 2008, the vice chairman of General Electric (GE) was considering whether GE should re-enter the wind power market in India. Financial incentives had been announced by the government of India for wind farm operators who generated power through wind energy. These incentives might encourage market development so that GE could leverage the technological strength of its wind-powered turbines. However, as recently as 2005, GE Energy had pulled out of the Indian market after a frustrating stint in the country. The vice chairman needed to weigh the pros and cons of re-entering India and make a decision. There was reason for caution, however, from GE’s perspective. India was a complex market in which to operate, and the wind energy market was still developing. To be successful, GE would need to build a local supply chain and compete with the speed of delivery of Suzlon, the formidable domestic competitor. Should GE re-enter India?
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  • Havells India: The Sylvania Acquisition Decision

    This case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides an excellent context for studying the evolution of international strategy in a firm, as it shows Havells growing from an entrepreneurial start-up trading company to a successful manufacturing firm and then a global company.
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