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This case describes the strategy adopted by Cisco India to develop the Advanced Services Router 901 ('ASR 901'). It is part of a larger strategy by Cisco headquarters to understand what could be built in the developing markets for the developing markets, as opposed to products conceived with only developed markets as the focus. Within a time frame of a few months, a team forms to develop the ASR 901 completely from scratch - from conception to launch - in Bangalore, India. It then goes on to win several awards, and interestingly, orders begin streaming in from not just the developing economies, as had been expected, but also from top tier customers in the developed markets. ASR 901 is undoubtedly a milestone in Cisco India's indigenous innovation initiatives. Can the lessons learnt while progressing through the several stages of product development be applied to similar new initiatives?

Transport Corporation of India was a logistics company that provided multi-modal transport solutions to its customers. Set up in 1958, TCI had grown from a 'one man, one truck, one office' set-up to a company with revenues of $400 million in half a century. TCI's growth had been assisted by the creation of individual divisions that provided specialized services to its clients - Freight, Express, Supply Chain Solutions, Seaways and Global. In 2012, the company renewed it efforts to foster cross-selling across the divisions with the hope that this would increase customer-stickiness and foster growth. However, as the company tried to push the cross-selling agenda across its various divisions, it faced myriad issues. It needed to educate its divisional sales-staff about the services provided by divisions other than their own; to motivate them to cross-sell; and to create intra-division confidence to facilitate cross-selling. While the Joint Managing director, Vineet Agarwal, under the guidance of his father D.P. Agarwal, Vice-Chairman and Managing Director, TCI, and in conjunction with TCI's Executive Committee, had introduced initiatives like training across divisions, competitions on cross-selling, and tracking of cross-selling leads, he was not sure that these were enough. Were there other ways in which TCI could successfully cross-sell? Could they put in place a system that specifically incentivized cross-sales to motivate sales staff? The (A) case focuses on TCI's cross-selling efforts and the strategic decisions before it. Cases (B), (C), and (D) discuss specific situations that demonstrate issues related to the cross-selling initiative.

In spring 2012, Yammer was on track to become a highly successful standalone company. Yammer was a leading Enterprise Social Network (ESN), providing companies a private social network in which employees could collaborate securely and efficiently. However, later that year, Microsoft executives unexpectedly reached out with an offer to acquire Yammer for $1.2 billion and integrate Yammer into the Microsoft Office division. An integration with Microsoft would have a profound effect on Yammer's scalability, software development, and organizational culture. David Sacks, CEO of Yammer, debated the challenges and opportunities related to competition, product, and culture as he thought about the offer on the table.

In 2011, Maruti Suzuki India Limited (MSIL), India's largest car manufacturer, had three strikes in its new plant in Manesar, India. Although workers wanted recognition of a new union along with improved working conditions, MSIL insisted that workers be represented through the existing union that operated at a nearby plant. Tensions escalated to the point of violence and the matter caught the attention of national media, political parties, national trade unions, and central and state governments. Due to these strikes, MSIL struggled in terms of reputation and market share, and its component suppliers stockpiled inventory. After a series of hectic parleys and stressful episodes, the two parties reached an agreement. However, there were serious doubts as to its longevity and whether Suzuki's Japanese management style was suitable in an Indian context.

This note provides an overview of Initial Public Offerings (IPOs) and addresses the methods used to value companies undergoing an IPO. It begins with a brief introduction to IPOs and the rationale behind going public, followed by an analysis of IPOs from the investor's perspective. Next, the IPO process is outlined and explained, including the underwriter choice, selling procedure, pricing and activities in the aftermarket. Lastly, the note examines the valuation methodology used in the pricing stage of IPOs. This includes the discounted cash flow method, the use of market multiples of comparable firms, as well as other situational considerations when determining the initial price per share range and final offering price.

This case depicts how institutional transitions in an emerging market shape the strategy and performance of a small business and its surrounding competitive dynamics. Elite Optical, a family-run business, was founded in Nanning, Guanxi Province, during China's economic reforms in the late 1980s. Its first eyeglass shop, opened in 1986, received immediate success when the only major competitor at the time was Heng De Li, a traditional state-owned enterprise (SOE). In 2013, the entrepreneurial family firm was celebrating its 28th anniversary, with 15 optical retail outlets in Nanning city. However, the competitive landscape in eyeglass industry has changed significantly and become more intense since the early 2000s when more domestic and international players entered the local eyewear market. Cheng Zhi, CEO and Chairman of Elite Optical, is contemplating how to respond to the competitive threats. At the same time, he also faces challenges on how to cope with the growth demand by transforming its family business into a professionally-managed firm in the near future.

In 2012 several retailers, including Amazon and Walmart, experimented with same-day delivery. Home delivery of pizzas had been a very successful model in the United States and had been copied all over the world. In contrast, home delivery attempts by companies like Kozmo and Urbanfetch had failed; both of these companies went bankrupt. The goal of this case is to build a framework that helps students identify the factors that influence the success or failure of home delivery models.

Yanzhou Coal Mining Company Limited (Yanzhou Coal) is a listed company controlled by Yankuang Group Co., Ltd. (Yankuang Group) which is affiliated to the State-owned Assets Supervision and Administration Commission (SASAC) of Shandong Provincial Government, China. Yanzhou Coal have been listed in Hong Kong, New York and Shanghai respectively. It is mainly engaged in coal, coal chemical industry and power generation. In addition to the connotative development, Yanzhou Coal started to implement a strategy of denotative development after listing and seek coal projects in other cities outside Shandong Province or China. This case mainly introduces the process of Yanzhou Coal's acquisition of Austar Coal Mine, Felix Company, as well as Gloucester Coal Ltd. by exchanging shares, thus achieving listing in Australia.

An entrepreneur puts his entire lifetime into building an organization. When it comes to health care in India, it is all the more difficult as there are so many hurdles, such as a huge population that cannot afford to pay, shortage of trained manpower and increasing cost of supplies. LV Prasad Eye Institute has been successful, largely because of its founder's dedication, hard work and innovative pyramid model of organizational structure. In spite of its success, this healthcare institution faces challenges from increased competition and the lack of a succession strategy.

Yamato Transport, Japan's leading parcel delivery company, experienced internationalization and geographical diversification issues. When it launched its operations in Singapore in 2010 with a view to further branching out into Southeast Asia, the company faced challenges owing to different cultural and social landscapes, difficulties penetrating a small and saturated market, and problems hiring manpower aligned with the company's business model. The key success factors for Yamato Transport in Japan and their applicability in Singapore are analyzed. What will it take for Yamato Transport to succeed in Singapore when pitted against the mighty SingPost?

Set in the fall of 2012, this leadership case gives students the chance to grapple with the difficult challenges confronting Myanmar's opposition leader, Aung San Suu Kyi, after a rapid turn of fortune that took her, over a period of 14 months, from longtime prisoner of conscience to opposition leader in Parliament, openly discussed as the possible future president of Myanmar. The case describes Suu Kyi's political role in Myanmar during her many years of house arrest and in the two years following her release.

Durabuild Inc., a US-based, family-owned construction company with affiliates in France, wants to recapture the high growth levels that it enjoyed in France in the decades following World War II. The founder's grandson reflects on the economic factors that affected growth there and in the United States during that midcentury period and beyond, and he discusses with the current president (his father) whether the company should now consider expanding into China. This case introduces students to the Solow Model and how various economic factors affect productivity. In a related assignment, students are asked to explain why France grew so quickly and why growth slowed down and never fully caught up to that of the United States.

Krohne Inc. separately established a joint venture, a wholly owned sales company and a manufacturer in China. Unfortunately, although the sales channels were different, the product lines of the joint venture and the wholly owned manufacturer overlapped. The two companies were therefore competing and unsure about which company rightfully represented the parent enterprise. In addition, the two investment parties were battling for control of the joint venture.

This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team's learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team's performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team's functioning.

A leading consumer packaged goods company manufacturing and marketing personal care products in India is examining ways of reaching its goal of 30 per cent growth in revenues per annum year after year. It has two options. It could concentrate on organic growth in the domestic market where, in spite of some categories having reached maturity, the overall demand for its products is forecast to grow consistently up to 2025. Alternatively, it could continue the inorganic path of acquiring companies globally; this appears, so far, to be the quickest route to building scale, but the long-term prospects are not certain. Case A deals with the dilemma about the fundamental growth strategy of whether to stick to the home market or go global. Case B, 9B13M058, examines the way forward with the framework of growth that the company has developed during the interim period. The company's managing director is testing this strategic framework in light of evaluating an acquisition target in Africa that has just surfaced.

DJI-Innovations is an early-stage company that developed hardware and software for remote-controlled helicopters and drones. Frank Wang, the CEO and founder is an exceptionally bright and passionate young man who has seen his company grow rapidly. Such growth confronts him with human resource challenges that his engineering background has not prepared him for. The case describes the situation and offers the following challenge to students: If you were Frank Wang, what will be your strategy to manage its human resources to meet DJI's challenges and needs during this critical growth stage and ensure that the core value of the company continues to serve as a driver of its competitive advantage?

Yue Sai is L'Oreal's troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L'Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand's new general manager, to come up with a turnaround plan that will restore L'Oréal's reputation in China as the world's best cosmetic marketer. Stéphane Wilmet and Ronnie Liang, Yue Sai's marketing director, must reconsider everything from Yue Sai's value proposition down to its media, price, product, and distribution strategies. Please visit the dedicated case website http://cases.insead.edu/loreal-china/ (copy and paste the url into a browser) to watch commercials and video interviews.

By the end of 2012, it had secured distribution in eight US states and the District of Columbia (the nation's capital, Washington, DC), with many more states in various stages of development. The company's home market strategy was successful and growing. In 2012, a trade agreement between the European Union (EU) and Colombia (as well as Peru) was announced that would eliminate the value added tax on European wines imported into Colombia. Hackler saw this as an opportunity to be an early mover into Colombia. One of the key strategies SV would have to develop and implement was an effective launch plan. Specifically, how should the company generate awareness of, interest in, willingness to try and brand loyalty for SV products? And what brand, or set of brands, should SV launch in the Colombian market? While there are also important distribution and pricing issues that SV would have to tackle, this case focuses on the product, marketing communication and branding issues necessary to begin "pulling" customers toward the brand(s). The case presents background information on the company, global and Spanish wine industries, and the Colombian economy and wine market. The case concludes with the following questions for students to ponder: Is the Colombian opportunity the right one to begin expanding SV's international footprint? If so, should Hackler launch with house brands, partner brands or both? And what message and media could he use to tell the SV story and make his first venture into Latin America a success? Learning objectives:

In April 2013, Ron Johnson (HBS '84) stepped down after just 18 months as CEO of J.C. Penney. In his brief tenure, Johnson, an acclaimed retailer respected for his innovation and success in shaping the retail image at Target and Apple, introduced dramatic departures from J.C. Penney's traditional retail approach, and enacted changes quickly and simultaneously, with little market testing. Over Johnson's final 12 months as CEO, J.C. Penney shares dropped more than 50%. The case describes the environments at Target, Apple, and J.C. Penney during Johnson's tenure and how his experiences may have shaped the strategies that he implemented while CEO at J.C. Penney.

This case is about how the Boston Consulting Group has approached innovation from its founding to the present day. It discusses the role of the firm's talent market and client market in developing these innovations.