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20 cases found.
This case describes a field experiment to test the principles of incentive design conducted at Grab, one of Southeast Asia’s largest mobile technology companies that connects millions of consumers to millions of drivers.
- By
Reference 6639
Published 09 Feb 2021
Topic Strategy
Region Asia
Industry Transportation/Trucking/Railroad
This case describes a field experiment to test the principles of incentive design conducted at Grab, one of Southeast Asia’s largest mobile technology companies that connects millions of consumers to millions of drivers.
This case describes a field experiment to test the principles of incentive design conducted at Grab, one of Southeast Asia’s largest mobile technology companies that connects millions of consumers to millions of drivers.
- By
Reference 6639
Published 09 Feb 2021
Topic Strategy
Region Asia
Industry Transportation/Trucking/Railroad
This case describes a field experiment to test the principles of incentive design conducted at Grab, one of Southeast Asia’s largest mobile technology companies that connects millions of consumers to millions of drivers.
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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Reference 6432
Published 31 Aug 2018
Topic Entrepreneurship
Region Asia
Industry Wireless, Automotive, Transportation/Trucking/Railroad
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.
The case highlights a bloodless succession coup that was over within weeks following the death of the founder of one of the largest conglomerates in Taiwan. In January 2016, Chairman Chang Yung-fa, 88, founder of Evergreen Group, died, leaving a handwritten testament disinheriting his three sons from his first deceased wife.
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Reference 6386
Published 26 Mar 2018
Topic Family Business
Region Asia
Industry Transportation/Trucking/Railroad
The case highlights a bloodless succession coup that was over within weeks following the death of the founder of one of the largest conglomerates in Taiwan. In January 2016, Chairman Chang Yung-fa, 88, founder of Evergreen Group, died, leaving a handwritten testament disinheriting his three sons from his first deceased wife.
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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Reference 6275
Published 30 Jan 2017
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
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.
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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Reference 6223
Published 14 Nov 2016
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
In 2013, the long-delayed IPO of the Bangkok Mass Transit System Public Co. Ltd. (BTSC) took place, but in an unusually complex form. Instead of selling the shares of the company that owned the elevated railway concession, what was offered were investment units in Thailand’s first publicly listed infrastructure mutual fund: the BTS Rail Mass Transit Growth Infrastructure Fund (BTSGIF).
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Reference 6062
Published 29 Jun 2015
Topic Economics & Finance
Region Asia
In 2013, the long-delayed IPO of the Bangkok Mass Transit System Public Co. Ltd. (BTSC) took place, but in an unusually complex form. Instead of selling the shares of the company that owned the elevated railway concession, what was offered were investment units in Thailand’s first publicly listed infrastructure mutual fund: the BTS Rail Mass Transit Growth Infrastructure Fund (BTSGIF).
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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Reference 5364
Published 01 Oct 2006
Topic Marketing
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
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.
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.
- By
Reference 5364
Published 10 Jan 2006
Topic Marketing
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
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.
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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Reference 5195
Published 07 Jan 2004
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
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?
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?
- By
Reference 5195
Published 26 Apr 2010
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
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?
Honda became the new joint venture partner of the Guangzhou Automobile Group, after Peugeots pullout from Guangzhou in 1997. The new joint venture, Guangzhou Honda Automobile Co., Ltd., has made remarkable advancements from the start of the operation, although the competitors were operating in the red.
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Reference 5059
Published 29 Oct 2002
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
Honda became the new joint venture partner of the Guangzhou Automobile Group, after Peugeots pullout from Guangzhou in 1997. The new joint venture, Guangzhou Honda Automobile Co., Ltd., has made remarkable advancements from the start of the operation, although the competitors were operating in the red.