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Page 33 of 48
3201. Google Mini: Search Appliance for the Small and Mid-Size Businesses cart
3202. The Great ‘Wal’ of China: Strong Enough? cart
3203. Toys R Us: A category killer killed? cart
3204. McDonalds in 2005 : Sustaining the growth momentum cart
3205. Sirius Satellite Radio : Catching Up in US Satellite Radio Market cart
3206. Google- Emerging Threat to Microsoft Monopoly cart
3207. India as an Attractive Destination for Electronics Manufacturing: Competitive Advantages and Competitive Pressures cart
3208. VW's and GM's Loss in China: First Mover's Disadvantage? cart
3209. Using Online Presence to Gain Competitive Advantage: The BBC Way cart
3210. North America's Largest Independent Oil & Gas Company, EnCana: Building Competitive Advantage through 'Unconventional' Means cart
3211. Apple’s “Low-End” Strategy: The Payoffs cart
3212. The New York Times: Balancing Profitability and Traditional Journalism cart
3213. Southwest Airlines: The Changing Cost Structure and Corporate Culture cart
3214. The Turnaround of Srilankan Airlines cart
3215. P&G's Success Story in China cart
3216. Dell's Problems in China cart
3217. Sony Corporation: Losing Competitive Advantage  cart
3218. Lupin Limited: India's Leading Pharma Company cart
3219. Kodak's Digital Journey cart
3220. Delphi in Trouble cart
3221. Ranbaxy's Globalization Strategies and its Foray into the US cart
3222. Tesco's 'Steering Wheel' Strategy cart
3223. Wal-Mart Struggles in Japan cart
3224. Carrefour's Exit from Japan cart
3225. Utstarcom in China cart
3226. Sina's Growth Strategies in China cart
3227. The Reliance Group Saga: Break-Up of the Largest Family-Owned Business in India cart
3228. Haier: The Chinese Global Competitor cart
3229. Doing Business the Sustainable Way cart
3230. Hewlett - Packard (HP) I - Community at Kuppam in India: Social Investment through e-Inclusion  cart
3231. Wal-Mart's Strategies in China cart
3232. The Adidas - Reebok Merger cart
3233. D&B's 'Blueprint for Growth' Strategy cart
3234. Sabre Holdings: The Quest for New Business Models cart
3235. Nokia's Strategy in India cart
3236. IKEA's Globalization Strategies and its Foray in China cart
3237. Jet Airways' Strategy, Operations and Competitive Position cart
3238. Shanghai Automotive Industrial Corporation's Strategies for Global Expansion cart
3239. Restructuring Philips cart
3240. The Indian Pharma Industry under the Product Patent Regime cart
3241. Holcim's Acquisitions in 2005 cart
3242. Nokia and the Global Mobile Phone Industry cart
3243. The Fall of MG Rover cart
3244. Modularization in the Chinese Motorcycles Industry cart
3245. Target Stores' Differentiation Strategies cart
3246. The Indian Textile Industry in 2005 cart
3247. Consolidation in the Indian Cement Industry cart
3248. Rehabilitating Daiei: A Japanese Retailer in Trouble cart
3249. Turnaround of JCPenney cart
3250. The Procter and Gamble (P&G)-Gillette Merger cart
3251. Tata Motors' Acquisition of Daewoo Commercial Vehicles cart
3252. AirAsia: Southeast Asia's Most Successful Low-cost Airline cart
3253. Lenovo's Globalization Strategies cart
3254. Governance Problems at Royal Dutch/Shell cart
3255. Oracle's Acquisition of Peoplesoft cart
3256. Xerox PARC: Innovation without Profit? cart
3257. Li & Fung: The Global Value Chain Configurator cart
3258. HSBC's Restructuring in India cart
3259. The Mittal Steel-ISG Merger - Creating a Steel Behemoth (Part-A) cart
3260. Kodak in China cart
3261. Benetton's Diversifications cart
3262. British Steel - Dutch Royal Hoogovens Merger: An Anglo-Dutch Marriage not Working Out? cart
3263. The Restructuring of ABB India cart
3264. SABMiller vs. Anheuser-Busch: The Takeover Battle for Harbin Brewery cart
3265. Restructuring at Sears Roebuck & Co. (1992-03) cart
3266. Low Cost PCs cart
3267. Videocon: Going Global cart
3268. Marico: Launching Kaya Skin Clinic cart
3269. Google in 2005: Innovating to Stay Ahead cart
3270. Microsoft in 2005 cart
3271. Wipro in 2005: Vivek Paul's Resignation & Beyond cart
3272. Hidesign: Aiming High cart
3273. The eBay Economy in 2005 cart
3274. Ispat International: Consolidating European Operations cart
3275. Hennes & Mauritz in 2005: Managing Global Expansion cart
3276. AT&T in 2005: Merging with SBC cart
3277. GE in India cart
3278. POSCO in India cart
3279. Mikhail Khodorkovsky's Indictment and Beyond cart
3280. Balrampur Chini Mills: Moving into Branded Sugar cart
3281. The Walt Disney Company: An Uncertain New Millennium (C) cart
3282. The Walt Disney Company: Looking for Growth (B) cart
3283. The Walt Disney Company: The Early Years cart
3284. Swarovski's Crystals cart
3285. Evangelism: New Age Marketing cart
3286. Haier in 2005 cart
3287. Matsushita's Turnaround cart
3288. Pfizer in 2005 cart
3289. Cisco Systems in 2005 cart
3290. Apple in 2005: Moving into the Mainstream? cart
3291. Summer-izing Home Truths? cart
3292. Sony Corporation in 2004: Managing a Global Corporation cart
3293. Mahindra and Mahindra: Developing Competencies for Going Global in 2005 cart
3294. Microsoft in 2004: Shaping a New Image cart
3295. Wal-Mart in 2005 cart
3296. Wal-Mart in 2004: Creating a New Image cart
3297. IBM in 2004: The Linux Option cart
3298. Comcast in 2004 cart
3299. Toyota in 2004: Managing Innovation in the New Millennium  cart
3300. ICWAI in 2004: Grappling with New Challenges cart

 

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