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17 case(s) found.

Incentivizing Drivers at Grab: Social Embeddedness in the Gig Economy

By  Victoria Sevcenko,  Anne Yang
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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.

    Published 09 Feb 2021

    Reference 6639

    Length 20 page(s)

    Topic Strategy

    Region Asia

    Industry Transportation/Trucking/Railroad

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    Incentivizing Drivers at Grab: Social Embeddedness in the Gig Economy

    By  Victoria Sevcenko,  Anne Yang
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    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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      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.

        Published 09 Feb 2021

        Reference 6639

        Length 5 page(s)

        Topic Strategy

        Region Asia

        Industry Transportation/Trucking/Railroad

        View case

        Incentivizing Drivers at Grab - Short Version

        By  Victoria Sevcenko,  Anne Yang
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        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.
          View case

          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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          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

            Length 8 page(s)

            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

            By  W. Chan Kim,  Renée 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.
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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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              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

                Length 7 page(s)

                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)

                By  W. Chan Kim,  Renée 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.
                  View case

                  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

                    Length 27 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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                    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 02 Jun 2020

                        Reference 6223

                        Length 25 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 (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.
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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 01 Jul 2004

                            Reference 5195

                            Length 21 page(s)

                            Topic Strategy

                            Region Asia

                            Industry Automotive,  Transportation/Trucking/Railroad

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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?
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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

                                Length 13 page(s)

                                Topic Strategy

                                Region Asia

                                Industry Automotive,  Transportation/Trucking/Railroad

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

                                  By  Quy Huy
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                                  A Nissan encontrava-se numa situação díspar, enfrentando enormes dívidas, perdas, produzindo bons veículos, embora comuns. De que modo Carlos Ghosn e a equipa Francesa conseguiram implementar alterações consideráveis numa empresa profundamente imbuída na cultura Japonesa, conhecida por ser nacionalista e adversa a grandes alterações?

                                    Published 31 Oct 2008

                                    Reference 5195

                                    Length 26 page(s)

                                    Topic Strategy

                                    Region Asia

                                    Industry Automotive,  Transportation/Trucking/Railroad

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

                                    By  Quy Huy
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                                    A Nissan encontrava-se numa situação díspar, enfrentando enormes dívidas, perdas, produzindo bons veículos, embora comuns. De que modo Carlos Ghosn e a equipa Francesa conseguiram implementar alterações consideráveis numa empresa profundamente imbuída na cultura Japonesa, conhecida por ser nacionalista e adversa a grandes alterações?
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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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                                      Honda became the new joint venture partner of the Guangzhou Automobile Group, after Peugeot’s 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.

                                        Published 29 Oct 2002

                                        Reference 5059

                                        Length 17 page(s)

                                        Topic Strategy

                                        Region Asia

                                        Industry Automotive,  Transportation/Trucking/Railroad

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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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                                        Honda became the new joint venture partner of the Guangzhou Automobile Group, after Peugeot’s 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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                                          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.

                                            Published 01 Mar 2001

                                            Reference 4928

                                            Length 16 page(s)

                                            Topic Strategy

                                            Region Asia

                                            Industry Automotive,  Transportation/Trucking/Railroad

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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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                                            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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                                              Renault and Nissan - A Marriage of Reason (Chinese)

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

                                                Published 05 Jun 2008

                                                Reference 4928

                                                Length 18 page(s)

                                                Topic Strategy

                                                Region Asia

                                                Industry Automotive,  Transportation/Trucking/Railroad

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                                                Renault and Nissan - A Marriage of Reason (Chinese)

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