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29 cases found.

Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

By  Jason P. Davis,  Minh Vo,  Anne Yang
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Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.

    Published 31 Aug 2018

    Reference 6432

    Topic Entrepreneurship

    Region Asia

    Industry Wireless,  Automotive,  Transportation/Trucking/Railroad

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    Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

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    Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.
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      Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

      By  N. Craig Smith,  Erin McCormick
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      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.

        Published 25 Apr 2019

        Reference 6396

        Topic Responsibility

        Region Asia

        Industry Automotive

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        Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

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        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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          Tata Motors (B): More from Less for More

          By  N. Craig Smith,  Erin McCormick
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          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.

            Published 25 Apr 2019

            Reference 6396

            Topic Responsibility

            Region Asia

            Industry Automotive

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            Tata Motors (B): More from Less for More

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            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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              Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

              By  W. Chan Kim,  Renee Mauborgne,  Robert Bong,  Mi Ji
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              This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.

                Published 30 Jan 2017

                Reference 6275

                Topic Strategy

                Region Asia

                Industry Automotive,  Transportation/Trucking/Railroad

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                Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

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                This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
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                  Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth (Chinese)

                  By  W. Chan Kim,  Renee Mauborgne,  Robert Bong,  Ji Mi
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                  This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.

                    Published 22 Mar 2019

                    Reference 6275

                    Topic Strategy

                    Region Asia

                    Industry Automotive,  Transportation/Trucking/Railroad

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                    Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth (Chinese)

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                    This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
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                      Uber vs. Didi: The Race for China's Ride-hailing Market

                      By  Guoli Chen,  Tony Tong,  Xiaohua Su,  Kuangzhen Wu
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                      As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.

                        Published 14 Nov 2016

                        Reference 6223

                        Topic Strategy

                        Region Asia

                        Industry Automotive,  Transportation/Trucking/Railroad

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                        Uber vs. Didi: The Race for China's Ride-hailing Market

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                        As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
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                          Uber vs. Didi: The Race for China's Ride-hailing Market (Japanese)

                          By  Guoli Chen,  Tony Tong,  Xiaohua Su,  Kuangzhen Wu
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                          As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.

                            Published 06 Feb 2020

                            Reference 6223

                            Topic Strategy

                            Region Asia

                            Industry Automotive,  Transportation/Trucking/Railroad

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                            Uber vs. Didi: The Race for China's Ride-hailing Market (Japanese)

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                            As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
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                              Steeltech: Competing in China's Auto Market

                              By  Michael A. Witt,  Jana Levene
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                              Steeltech is a supplier of high-quality tools to the automotive industry. Highly successful in Western markets, Steeltech has been making lossses in China since its entry 7 years ago. Key issues are cost, quality, relationship building and maintenance, and intellectual property protection. The company needs to decide how to proceed with its Chinese operations.

                                Published 16 Dec 2010

                                Reference 5747

                                Topic Strategy

                                Region Asia

                                Industry Automotive

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                                Steeltech: Competing in China's Auto Market

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                                Steeltech is a supplier of high-quality tools to the automotive industry. Highly successful in Western markets, Steeltech has been making lossses in China since its entry 7 years ago. Key issues are cost, quality, relationship building and maintenance, and intellectual property protection. The company needs to decide how to proceed with its Chinese operations.
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                                  Nissan Motor Co., Ltd. (A): The Hakone Pilot

                                  By  David Weinstein
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                                  Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.

                                    Published 01 Oct 2006

                                    Reference 5364

                                    Topic Marketing

                                    Region Asia

                                    Industry Automotive,  Transportation/Trucking/Railroad

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                                    Nissan Motor Co., Ltd. (A): The Hakone Pilot

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                                    Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
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                                      Nissan Motor Co., Ltd. (B): The Hakone Pilot

                                      By  David Weinstein
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                                      Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.

                                        Published 10 Jan 2006

                                        Reference 5364

                                        Topic Marketing

                                        Region Asia

                                        Industry Automotive,  Transportation/Trucking/Railroad

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                                        Nissan Motor Co., Ltd. (B): The Hakone Pilot

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                                        Nissan Motors Ltd. went through a spectacular turnaround led by Carlos Ghosn. Nevertheless, in spite of strong growth in new car sales, "After Sales" of automobile parts in Japan did not keep up, hurting dealer profitability.
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                                          Building Emotional Capital for Strategic Renewal: Nissan (1999-2002)

                                          By  Quy Huy
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                                          Nissan was in a desparate situation with staggering debts and losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in a Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?

                                            Published 07 Jan 2004

                                            Reference 5195

                                            Topic Strategy

                                            Region Asia

                                            Industry Automotive,  Transportation/Trucking/Railroad

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                                            Building Emotional Capital for Strategic Renewal: Nissan (1999-2002)

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                                            Nissan was in a desparate situation with staggering debts and losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in a Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?
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                                              Building Emotional Energy for Renewal: Nissan (Condensed Version)

                                              By  Quy Huy
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                                              Nissan was in a desparate situation with staggering debts, losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in the Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?

                                                Published 26 Apr 2010

                                                Reference 5195

                                                Topic Strategy

                                                Region Asia

                                                Industry Automotive,  Transportation/Trucking/Railroad

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                                                Building Emotional Energy for Renewal: Nissan (Condensed Version)

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                                                Nissan was in a desparate situation with staggering debts, losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in the Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?
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