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9 case(s) 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.
Reference 6521
Published 29 Nov 2019
Length 14 page(s)
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.
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.
Reference 6366
Published 29 Jan 2018
Length 34 page(s)
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.
Reference 6224
Published 22 Jul 2016
Length 5 page(s)
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.
Reference 6224
Published 22 Jul 2016
Length 4 page(s)
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.
Reference 6184
Published 23 Nov 2015
Length 16 page(s)
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.
This is a series of four case studies illustrating a number of key financial issues facing many small to medium sized companies.
Reference 4876
Published 01 Dec 2000
Length 8 page(s)
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.
Reference 4876
Published 12 Jan 2000
Length 1 page(s)
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.
Reference 4876
Published 12 Jan 2000
Length 5 page(s)
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$, currency risk on its American sales was seen as practically nil.
Reference 4876
Published 12 Jan 2000
Length 11 page(s)
Topic Economics & Finance
Region Asia
Industry Retail, Consumer Goods, Entertainment
Great Eastern Toys (D) The company faced currency risk on its sales to European markets, and on some Yen loans it had taken. Because the HK$ was pegged to the US$, currency risk on its American sales was seen as practically nil.