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62 case(s) 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.
Reference 6396
Published 25 Apr 2019
Length 19 page(s)
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.
Reference 6396
Published 25 Apr 2019
Length 13 page(s)
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.
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
Reference 6320
Published 28 Aug 2017
Length 19 page(s)
Topic Responsibility
Region Asia
Industry Venture Capital, Private Equity, Financial Services
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
Reference 6192
Published 24 Mar 2016
Length 39 page(s)
Topic Marketing
Region Asia
Industry Apparel and Fashion
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital.
Reference 6069
Published 24 Apr 2015
Length 14 page(s)
Topic Entrepreneurship
Region Asia
Industry Textiles
Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital.
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.
Reference 5960
Published 07 May 2013
Length 26 page(s)
Topic Marketing
Region Asia
Industry Cosmetics, Luxury Goods and Jewelry
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.
