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12 cases found.
In the year 2000, only 2% of women in India used menstrual hygiene products. Almost a quarter-billion relied on cloth rags and many rural women were banished to a hut during their monthly cycle. In these unsanitary conditions, 62.4% had experienced at least one reproductive tract infection, with the result that teenage hysterectomies were not uncommon.
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Reference 6521
Published 29 Nov 2019
Topic Strategy
Region Asia
Industry Consumer Goods, Health, Wellness and Fitness
In the year 2000, only 2% of women in India used menstrual hygiene products. Almost a quarter-billion relied on cloth rags and many rural women were banished to a hut during their monthly cycle. In these unsanitary conditions, 62.4% had experienced at least one reproductive tract infection, with the result that teenage hysterectomies were not uncommon.
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.
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Reference 6458
Published 28 Jun 2019
Topic Marketing
Region Asia
Industry Consumer Goods, Luxury Goods and Jewelry
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.
Mrida (Sanskrit for soil), a fledgling social business venture, uses the ‘Earthspired’ brand to sell products made from high-value plants and herbs – sourced sustainably from small farmers in India – to middle-class consumers.
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Reference 6366
Published 29 Jan 2018
Topic Responsibility
Region Asia
Industry Consumer Goods, Food and Beverages Production
Mrida (Sanskrit for soil), a fledgling social business venture, uses the ‘Earthspired’ brand to sell products made from high-value plants and herbs – sourced sustainably from small farmers in India – to middle-class consumers.
With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India.
Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution.
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Reference 6224
Published 22 Jul 2016
Topic Strategy
Region Asia
Industry Consumer Goods
With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India.
Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution.
With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India. Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution.
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Reference 6224
Published 22 Jul 2016
Topic Strategy
Region Asia
Industry Consumer Goods
With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India. Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution.
Unilever Sustainable Living Plan (USLP) is a global initiative integrating Unilever’s commercial and sustainability-related agenda. In this context, Unilever is reviewing the progress so far of its new “Perfect Village” initiative in Vietnam, which seeks to build a financially viable rural business that also makes a positive social impact.
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Reference 6184
Published 23 Nov 2015
Topic Responsibility
Region Asia
Industry Consumer Goods, Health, Wellness and Fitness
Unilever Sustainable Living Plan (USLP) is a global initiative integrating Unilever’s commercial and sustainability-related agenda. In this context, Unilever is reviewing the progress so far of its new “Perfect Village” initiative in Vietnam, which seeks to build a financially viable rural business that also makes a positive social impact.
The case describes the building of a new brand of detergent, Nirma, by an Indian entrepreneur. His product, marketed in a revolutionary way, overtakes the long-time market leader, Hindustan Lever (HLL), the Indian subsidiary of Unilever, which had utterly failed to recognise the threat posed by Nirma.
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Reference 4985
Published 18 Dec 2002
Topic Strategy
Region Asia
Industry Consumer Goods
The case describes the building of a new brand of detergent, Nirma, by an Indian entrepreneur. His product, marketed in a revolutionary way, overtakes the long-time market leader, Hindustan Lever (HLL), the Indian subsidiary of Unilever, which had utterly failed to recognise the threat posed by Nirma.
This is a series of four case studies illustrating a number of key financial issues facing many small to medium sized companies.
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Reference 4876
Published 01 Dec 2000
Topic Economics & Finance
Region Asia
Industry Retail, Consumer Goods, Entertainment
This is a series of four case studies illustrating a number of key financial issues facing many small to medium sized companies.
Great Eastern Toys (B)
As part of its growth strategy, a new product has been designed and a study carried out by a consultant to estimate the market potential and the investment required to put it into production.
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Reference 4876
Published 12 Jan 2000
Topic Economics & Finance
Region Asia
Industry Retail, Consumer Goods, Entertainment
Great Eastern Toys (B)
As part of its growth strategy, a new product has been designed and a study carried out by a consultant to estimate the market potential and the investment required to put it into production.
Great Eastern Toys (C)
A major concern of the family owners was whether to try to sell their company. The “C” case gives students the opportunity to consider many approaches to valuing a firm: comparative valuation (P/E ratios, price-to-book ratios, price to cash flow ratios, and price to sales ratios) or a DCF valuation. Both approaches present considerable analytical problems.
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Reference 4876
Published 12 Jan 2000
Topic Economics & Finance
Region Asia
Industry Retail, Consumer Goods, Entertainment
Great Eastern Toys (C)
A major concern of the family owners was whether to try to sell their company. The “C” case gives students the opportunity to consider many approaches to valuing a firm: comparative valuation (P/E ratios, price-to-book ratios, price to cash flow ratios, and price to sales ratios) or a DCF valuation. Both approaches present considerable analytical problems.
Great Eastern Toys (D) The company faced currency risk on its sales to European markets, and on some Yen loans it had taken. Because the HK$ was pegged to the US$, currency risk on its American sales was seen as practically nil.
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Reference 4876
Published 12 Jan 2000
Topic Economics & Finance
Region Asia
Industry Retail, Consumer Goods, Entertainment
Great Eastern Toys (D) The company faced currency risk on its sales to European markets, and on some Yen loans it had taken. Because the HK$ was pegged to the US$, currency risk on its American sales was seen as practically nil.
Kao is rated as one of the most innovative companies in Japan. Focusing on Kao's successful entry into the cosmetics business as an illustration, the case describes the internal management processes that lie at the core of the learning ability that supports innovation and creativity in this highly successful Japanese company.
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Reference 213
Published 01 Jan 1992
Topic Strategy
Region Asia
Industry Consumer Goods, Cosmetics
Kao is rated as one of the most innovative companies in Japan. Focusing on Kao's successful entry into the cosmetics business as an illustration, the case describes the internal management processes that lie at the core of the learning ability that supports innovation and creativity in this highly successful Japanese company.