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15 case(s) found.

Incentivizing Drivers at Grab: Social Embeddedness in the Gig Economy

Reference 6639
Published 09 Feb 2021
Length 20 page(s)
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.

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Incentivizing Drivers at Grab - Short Version

By Victoria Sevcenko, Anne Yang

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Reference 6639
Published 09 Feb 2021
Length 5 page(s)
Topic Strategy
Region Asia
Industry 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

By W. Chan Kim, Renée Mauborgne, Robert Bong, Mi Ji

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Reference 6275
Published 30 Jan 2017
Length 8 page(s)
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.

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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, Renée Mauborgne, Robert Bong, Mi Ji

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Reference 6275
Published 22 Mar 2019
Length 7 page(s)
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad

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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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Reference 6223
Published 14 Nov 2016
Length 27 page(s)
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.

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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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Reference 6223
Published 06 Feb 2020
Length 25 page(s)
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.

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

By Quy Huy

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Reference 5195
Published 07 Jan 2004
Length 21 page(s)
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?

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Building Emotional Energy for Renewal: Nissan (Condensed Version)

By Quy Huy

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Reference 5195
Published 26 Apr 2010
Length 13 page(s)
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?

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Guangzhou Honda Automobile Co., Ltd. - Honda's Entry into the China Car Market

By Philippe Lasserre, Ming Zeng

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Reference 5059
Published 29 Oct 2002
Length 17 page(s)
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.

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Renault and Nissan: A Marriage of Reason

By Philippe Lasserre, Anne-Claire Flament, Sumie Fujimura, Pierre Nilles

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Reference 4928
Published 01 Mar 2001
Length 16 page(s)
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad

In 1999 Renault acquired 36.8% of Nissan, the Japanese troubled car manufacturer. This case describes the successful integration process that leads to the recovery of Nissan.

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