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201. China Calling: Can it be the Next BPO Hub?cart
202. Eveready's LED Lantern: Overstretching Its Core Competency?cart
203. Nokia Booklet 3G: Banking on Late Mover Advantage?cart
204. China Telecom Corporation Limited: Late Mover Advantage with Service Innovation?cart
205. Mobile Virtual Network Operators in US: A Business Model under Scrutinycart
206. Low-Cost Carriers: A Sustainable Business Model in the Global Aviation Industry?cart
207. Google’s Business Model – An Enigma?cart
208. BOEING: Betting High on Freighterscart
209. US Newspaper Industry- Online Ad Revenues at Stake?cart
210. Indian Cricket (A): Indian Cricket League (ICL) Invading BCCI’s Monopoly?cart
211. Private Labels in India (A): What’s in Store?cart
212. Metro in India: Can It Carry Forward With Its Cash& Carry Model?cart
213. Private Labels in India (B): (Kishore Biyani’s) Future Group’s Private Label Strategycart
214. Walmart-Bharti Retail Alliance in India: The Best Way Forward?cart
215. Tata Nano: Host to a Global Dream ?cart
216. Stage Musicals: Altering the South Korean Entertainment Landscape?cart
217. Ronnie Screwvala: Trying to professionalise Bollywood?cart
218. Virtual World's 'Second Life': INSEAD's New Campuscart
219. Indian Cricket (B): Financial Feasibility of Indian Premier League (IPL) Franchiseecart
220. Infosys – Moving up the Value Chaincart
221. Managing Downturn: Kmart and Other Retailers Innovate their Operating Model with Click and Pickup Servicescart
222. Managing Downturn without Downsizing (B): Innovative Job Saving Schemescart
223. Managing Crises – Built to Last Companiescart
224. Managing Downturn without Downsizing (A): US Financial Crisis & Layoffscart
225. ‘San Lu’, The Chinese milk products manufacturer’s product failure: Managing the Crisis?cart
226. Motorola’s Spin-off Decision: What’s the Spin?cart
227. Transport Corporation of India’s Supply Chain Solution: Nervous System of the Organised Retail in Indiacart
228. P&G's Logistics Revolution: Co-creating Valuecart
229. Slumdog Millionaire (A): Accolades and Acrimoniescart
230. Kingfisher Airlines– Jet Airways Alliance: Competitors Turned Collaboratorscart
231. Starbucks in US: Too Much Coffee Spilling All Over?cart
232. Luxury Industry in Turbulent Timescart
233. Bob Nardelli at Chrysler: Can he do a Lee Iacocca?cart
234. Coca-Cola in Russia: Expecting Fat Growth in a Flat Economy?cart
235. Cisco in Emerging Markets (A): Market Entry Strategies in China and Indiacart
236. FedEx Kinko’s to FedEx Office: Brand Management and Cultural Integration Challengescart
237. Daiichi's Acquisition of Ranbaxycart
238. Coca Cola’s Acquisition of China’s Huiyuan Juice Ltd: A Juicy Deal?cart
239. InBev's Acquisitionof Anheuser-Busch – American Beer with Belgian Spirit?cart
240. Ranbaxy’s Sell-off to Daiichi – Rise of a New Business Model in Global Pharma?cart
241. Reader’s Digest’s Bankruptcy: Loyal Readers, Disloyal Profits!cart
242. Amazon.com’s Kindle: Publishing Industry’s iPod?cart
243. Newspaper Industry in US: Uncle Sam’s Last Wish?cart
244. Fashion Industry: Can Asia Buck The Trend?cart
245. The Indian Hotel Industry (A): The Competitive Dynamicscart
246. Hollywood in Bombay – Bollywood in Beverly Hills: Indian Film Industry’s New Global Value Chaincart
247. Yandex, Russia’s Search Engine: Googling for Growth in Google’s Backyardcart
248. Fisher Price’s Global Expansion: Toying with Customisationcart
249. Cisco in Emerging Markets (B): Looking Beyond China and Indiacart
250. Coca-Cola- Contentious Overseas Business Practicescart
251. Maruti Udyog Ltd. to Maruti Suzuki Ltd.: Celebrating 25 Years of Corporate Transformationcart
252. Indian Banking Industry and Bank of Baroda: The Need for Organisational Transformationcart
253. Indian Retail Models: Reliance Retail vs ITC Retail vs Future Group Retailcart
254. Tesco vs Wal-Mart in US: The Format Warscart
255. Nintendo’s Innovation Strategies: A Sustainable Competitive Advantage?cart
256. Netflix.com’s Competitive Strategy: The Business Lessonscart
257. SunTzu’s The Art of War: Industry Analysis Excercise (B)cart
258. Sun Tzu’s The Art of War: Industry Analysis Exercise (A)cart
259. Infineon, The German Chipmaker’s Troubles: The Strategy Dilemmacart
260. Exelon’s Business Strategy – John W. Rowe’s Waycart
261. China’s Manufacturing Edge: Is it Losing?cart
262. Twitter, Microblogging Site’s Business Potential: What’s the Business Model?cart
263. Rise and Fall of Subhikshacart
264. IndiGo’s Low-Cost Carrier Operating Model: Flying High in Turbulent Skiescart
265. India’s Suguna Poultry Farm Ltd.: Can it Go Pan-India with its Current Business Model?cart
266. Browser Wars: Google Chrome Joins the Racecart
267. Wedding Services Business in India: Led by Entrepreneurscart
268. Low-cost Airlines in India: Took off with Pride, Landed in Troublescart
269. What's Wrong with Private Equity: Ask Mervynscart
270. Sridhar Vembu and AdventNet Inc’s Zoho: Micheal Dell of Software Industry?cart
271. Israel's Teva Pharmaceuticals Ltd. : Success With A Hybrid Business Modelcart
272. Direct To Home (DTH) in India: Direct-to-loss?cart
273. TCS Looks West - IBM Eyes East: Switching Homelands for Revenuescart
274. Dell's Direct Model: In Need of Change?cart
275. Tata Group’s Strategy: Ratan Tata’s Visioncart
276. Unrest at Volkswagen: Who Takes the Decisions?cart
277. Image Crisis at BPcart
278. Microsoft: Struggling in China?cart
279. Burger King’s Troubled Times: The CEO’s Turnaround planscart
280. Mattel’s Product Recalls (B): Managing the Crisiscart
281. Mattel's Product Recalls (A): The chinese Imbrogliocart
282. Troubled Carmaker Chrysler (B): Can Robert Nardelli Resurrect the Company?cart
283. Troubled Carmaker Chrysler (A): Can Cerberus be its Holy Grail?cart
284. Philip Morris USA and Philip Morris International: The Spin-off Decisioncart
285. Strategic Alliances in automobile Industry (C): The Fialt-GM Alliancecart
286. Strategic Alliances in automobile Industry (B): The Fialt-GM Alliancecart
287. Google vs Baidu.com (D) Google’s Alliance Strategy in Chinacart
288. Strategic Alliances in the Automobile Industry (A): The Example of Fiat-GMcart
289. Xerox Corporation – A New Corporate Identity?cart
290. Lowe's Companies, Inc.: Will its EPM Strategies Payoff in Canada?cart
291. Yum! Brand’s Turnaround Strategycart
292. Hybrid Digital Radio, an upgrade to terrestrial radio: Will it bring back the listeners?cart
293. Circuit City's Turnaround Strategies: Can the ex-Numero Uno Bounce Back?cart
294. Starbucks Suffers: Schultz Returnscart
295. Motorola – Losing its ‘Razr’s’ Edgecart
296. Cisco in Emerging Markets (B): Market Entry Strategies in Middle East and African Countriescart
297. Pond’s Foray into the Premium Segment – Will the ‘Miracle’ Work?cart
298. Mattel in China – ‘The Outsourcing and the Recall’cart
299. Wal-Mart in India: Can it be the Messiah of Indian Farmers?cart
300. Harley-Davidson: Market Entry Strategies in Indiacart

 

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