- Your selection
- Clear all
- Award winning x
- Asia x
31 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.
- 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.
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.
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.
- By
Reference 6320
Published 28 Aug 2017
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.
- By
Reference 6192
Published 24 Mar 2016
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.
- By
Reference 6069
Published 24 Apr 2015
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.
- By
Reference 5960
Published 07 May 2013
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.
Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.
- By
Reference 5897
Published 27 May 2013
Topic Responsibility
Region Asia
Industry Hospital & Health Care
Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.
Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.
- By
Reference 5888
Published 29 Oct 2012
Topic Responsibility
Region Asia
Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.
The (A) case describes how GE Healthcare developed an ECG device optimized for low-income mass markets in India. It also discusses the organizational changes GE made to better serve the Bottom of Pyramid (BOP) markets.
- By
Reference 5776
Published 29 Mar 2011
Topic Strategy
Region Asia
Industry Medical Devices, Consumer Electronics
The (A) case describes how GE Healthcare developed an ECG device optimized for low-income mass markets in India. It also discusses the organizational changes GE made to better serve the Bottom of Pyramid (BOP) markets.
The growth of Hyflux Limited (Hyflux) required it to become more financially sophisticated. As part of its “asset-light” funding strategy – optimising the use of capital by realising asset values early to keep a lean balance sheet - Hyflux spun off 13 water plants to a business trust, Hyflux Water Trust (HWT).
- By
Reference 5692
Published 25 Jan 2011
Topic Economics & Finance
Region Asia
The growth of Hyflux Limited (Hyflux) required it to become more financially sophisticated. As part of its “asset-light” funding strategy – optimising the use of capital by realising asset values early to keep a lean balance sheet - Hyflux spun off 13 water plants to a business trust, Hyflux Water Trust (HWT).
The Simplex Solutions multi-media decision scenario outlines the evolution of a software venture with a new technology that could find application in very diverse markets. The two co-founders (who have a technical background) decide to expand the entrepreneurial team by bringing in financial and marketing expertise to propel the venture to the next stage.
- By
Reference 5683
Published 30 Jul 2012
Topic Entrepreneurship
Region Asia
Industry Human Resources
The Simplex Solutions multi-media decision scenario outlines the evolution of a software venture with a new technology that could find application in very diverse markets. The two co-founders (who have a technical background) decide to expand the entrepreneurial team by bringing in financial and marketing expertise to propel the venture to the next stage.
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).
- By
Reference 5601
Published 30 Jun 2009
Topic Responsibility
Region Asia
Industry International Trade and Development
In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).