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11 cases found.
In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
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Reference 6396
Published 25 Apr 2019
Topic Responsibility
Region Asia
Industry Automotive
In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
- By
Reference 6396
Published 25 Apr 2019
Topic Responsibility
Region Asia
Industry Automotive
In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
The case is a detailed ‘inside’ account of the ‘dieselgate’ scandal at Volkswagen which revealed how engineers had programmed software that enabled its cars to cheat emissions tests.
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Reference 6346
Published 28 May 2018
Topic Responsibility
Region Global
Industry Automotive, Transportation/Trucking/Railroad
The case is a detailed ‘inside’ account of the ‘dieselgate’ scandal at Volkswagen which revealed how engineers had programmed software that enabled its cars to cheat emissions tests.
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
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Reference 6174
Published 25 Jan 2016
Topic Strategy
Region Global
Industry Automotive, Transportation/Trucking/Railroad
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
In response to changes in the European small car market and the success of the Renault Twingo, Ford decided to launch a new small car, the Ford Ka. Before Gilles Moynier can get to the specifics of the marketing strategy to launch the Ford Ka, he needs to decide how to segment the market and who to target.
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Reference 5066
Published 01 Jan 2003
Topic Marketing
Region Europe
Industry Automotive, Transportation/Trucking/Railroad
In response to changes in the European small car market and the success of the Renault Twingo, Ford decided to launch a new small car, the Ford Ka. Before Gilles Moynier can get to the specifics of the marketing strategy to launch the Ford Ka, he needs to decide how to segment the market and who to target.
In response to changes in the European small car market and the success of the Renault Twingo, Ford decided to launch a new small car, the Ford Ka. Before Gilles Moynier can get to the specifics of the marketing strategy to launch the Ford Ka, he needs to decide how to segment the market and who to target.
- By
Reference 5066
Published 01 Jan 2003
Topic Marketing
Region Europe
Industry Automotive, Transportation/Trucking/Railroad
In response to changes in the European small car market and the success of the Renault Twingo, Ford decided to launch a new small car, the Ford Ka. Before Gilles Moynier can get to the specifics of the marketing strategy to launch the Ford Ka, he needs to decide how to segment the market and who to target.
The case describes a complete, radical three-dimensional concurrent engineering design of the system for the Baby Jaguar production at Halewood (UK). It shows how product, supply chain and process design are integrated to provide a lean solution. A companion case focuses on the managerial, people and organisational issues of the change process.
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Reference 4941
Published 02 Jul 2002
Topic Operations
Region Europe
Industry Automotive, Logistics and Supply Chain
The case describes a complete, radical three-dimensional concurrent engineering design of the system for the Baby Jaguar production at Halewood (UK). It shows how product, supply chain and process design are integrated to provide a lean solution. A companion case focuses on the managerial, people and organisational issues of the change process.
In 1999 Renault acquired 36.8% of Nissan, the Japanese troubled car manufacturer. This case describes the successful integration process that leads to the recovery of Nissan.
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Reference 4928
Published 01 Mar 2001
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
In 1999 Renault acquired 36.8% of Nissan, the Japanese troubled car manufacturer. This case describes the successful integration process that leads to the recovery of Nissan.
In response to the changes in the European small car market, Ford decided to launch a second small car, the Ford Ka. The Ford Ka has already been developed, the production capacity determined, and the launch set for October 1996 in France. Before Gilles Moynier can get to the specifics of the marketing strategy, he must decide who the target customer for the Ford Ka should be.
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Reference 4844
Published 11 Jan 2001
Topic Marketing
Region Europe
Industry Automotive, Transportation/Trucking/Railroad
In response to the changes in the European small car market, Ford decided to launch a second small car, the Ford Ka. The Ford Ka has already been developed, the production capacity determined, and the launch set for October 1996 in France. Before Gilles Moynier can get to the specifics of the marketing strategy, he must decide who the target customer for the Ford Ka should be.
Mercedes-Benz and Swatch create a new company, MCC, to build a revolutionary car for cities: the Smart. They also have to invent a new form of organization in the process.
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Reference 4765
Published 01 Jan 1998
Topic Strategy
Region Europe
Industry Automotive, Electrical/Electronic Manufacturing, Transportation/Trucking/Railroad
Mercedes-Benz and Swatch create a new company, MCC, to build a revolutionary car for cities: the Smart. They also have to invent a new form of organization in the process.
A set of six cases (with General Motors Corporation, Peugeot SA, The European Economic Community, The Nissan Corporation, and United Kingdom Industrial Policy toward the Automobile Industry) that deals with the challenge that threatened Japanese foreign direct investment into the UK, and the problem that it posed to European producers and governments.
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Reference 1620
Published 01 Jan 1984
Topic Economics & Finance
Industry Automotive
A set of six cases (with General Motors Corporation, Peugeot SA, The European Economic Community, The Nissan Corporation, and United Kingdom Industrial Policy toward the Automobile Industry) that deals with the challenge that threatened Japanese foreign direct investment into the UK, and the problem that it posed to European producers and governments.