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Page 32 of 47
3101. Google- Emerging Threat to Microsoft Monopoly cart
3102. India as an Attractive Destination for Electronics Manufacturing: Competitive Advantages and Competitive Pressures cart
3103. VW's and GM's Loss in China: First Mover's Disadvantage? cart
3104. Using Online Presence to Gain Competitive Advantage: The BBC Way cart
3105. North America's Largest Independent Oil & Gas Company, EnCana: Building Competitive Advantage through 'Unconventional' Means cart
3106. Apple’s “Low-End” Strategy: The Payoffs cart
3107. The New York Times: Balancing Profitability and Traditional Journalism cart
3108. Southwest Airlines: The Changing Cost Structure and Corporate Culture cart
3109. The Turnaround of Srilankan Airlines cart
3110. P&G's Success Story in China cart
3111. Dell's Problems in China cart
3112. Sony Corporation: Losing Competitive Advantage  cart
3113. Lupin Limited: India's Leading Pharma Company cart
3114. Kodak's Digital Journey cart
3115. Delphi in Trouble cart
3116. Ranbaxy's Globalization Strategies and its Foray into the US cart
3117. Tesco's 'Steering Wheel' Strategy cart
3118. Wal-Mart Struggles in Japan cart
3119. Carrefour's Exit from Japan cart
3120. Utstarcom in China cart
3121. Sina's Growth Strategies in China cart
3122. The Reliance Group Saga: Break-Up of the Largest Family-Owned Business in India cart
3123. Haier: The Chinese Global Competitor cart
3124. Doing Business the Sustainable Way cart
3125. Hewlett - Packard (HP) I - Community at Kuppam in India: Social Investment through e-Inclusion  cart
3126. Wal-Mart's Strategies in China cart
3127. The Adidas - Reebok Merger cart
3128. D&B's 'Blueprint for Growth' Strategy cart
3129. Sabre Holdings: The Quest for New Business Models cart
3130. Nokia's Strategy in India cart
3131. IKEA's Globalization Strategies and its Foray in China cart
3132. Jet Airways' Strategy, Operations and Competitive Position cart
3133. Shanghai Automotive Industrial Corporation's Strategies for Global Expansion cart
3134. Restructuring Philips cart
3135. The Indian Pharma Industry under the Product Patent Regime cart
3136. Holcim's Acquisitions in 2005 cart
3137. Nokia and the Global Mobile Phone Industry cart
3138. The Fall of MG Rover cart
3139. Modularization in the Chinese Motorcycles Industry cart
3140. Target Stores' Differentiation Strategies cart
3141. The Indian Textile Industry in 2005 cart
3142. Consolidation in the Indian Cement Industry cart
3143. Rehabilitating Daiei: A Japanese Retailer in Trouble cart
3144. Turnaround of JCPenney cart
3145. The Procter and Gamble (P&G)-Gillette Merger cart
3146. Tata Motors' Acquisition of Daewoo Commercial Vehicles cart
3147. AirAsia: Southeast Asia's Most Successful Low-cost Airline cart
3148. Lenovo's Globalization Strategies cart
3149. Governance Problems at Royal Dutch/Shell cart
3150. Oracle's Acquisition of Peoplesoft cart
3151. Xerox PARC: Innovation without Profit? cart
3152. Li & Fung: The Global Value Chain Configurator cart
3153. HSBC's Restructuring in India cart
3154. The Mittal Steel-ISG Merger - Creating a Steel Behemoth (Part-A) cart
3155. Kodak in China cart
3156. Benetton's Diversifications cart
3157. British Steel - Dutch Royal Hoogovens Merger: An Anglo-Dutch Marriage not Working Out? cart
3158. The Restructuring of ABB India cart
3159. SABMiller vs. Anheuser-Busch: The Takeover Battle for Harbin Brewery cart
3160. Restructuring at Sears Roebuck & Co. (1992-03) cart
3161. Low Cost PCs cart
3162. Videocon: Going Global cart
3163. Marico: Launching Kaya Skin Clinic cart
3164. Google in 2005: Innovating to Stay Ahead cart
3165. Microsoft in 2005 cart
3166. Wipro in 2005: Vivek Paul's Resignation & Beyond cart
3167. Hidesign: Aiming High cart
3168. The eBay Economy in 2005 cart
3169. Ispat International: Consolidating European Operations cart
3170. Hennes & Mauritz in 2005: Managing Global Expansion cart
3171. AT&T in 2005: Merging with SBC cart
3172. GE in India cart
3173. POSCO in India cart
3174. Mikhail Khodorkovsky's Indictment and Beyond cart
3175. Balrampur Chini Mills: Moving into Branded Sugar cart
3176. The Walt Disney Company: An Uncertain New Millennium (C) cart
3177. The Walt Disney Company: Looking for Growth (B) cart
3178. The Walt Disney Company: The Early Years cart
3179. Swarovski's Crystals cart
3180. Evangelism: New Age Marketing cart
3181. Haier in 2005 cart
3182. Matsushita's Turnaround cart
3183. Pfizer in 2005 cart
3184. Cisco Systems in 2005 cart
3185. Apple in 2005: Moving into the Mainstream? cart
3186. Summer-izing Home Truths? cart
3187. Sony Corporation in 2004: Managing a Global Corporation cart
3188. Mahindra and Mahindra: Developing Competencies for Going Global in 2005 cart
3189. Microsoft in 2004: Shaping a New Image cart
3190. Wal-Mart in 2005 cart
3191. Wal-Mart in 2004: Creating a New Image cart
3192. IBM in 2004: The Linux Option cart
3193. Comcast in 2004 cart
3194. Toyota in 2004: Managing Innovation in the New Millennium  cart
3195. ICWAI in 2004: Grappling with New Challenges cart
3196. HP's Compaq Acquisition (D) cart
3197. HP's Compaq Acquisition (C) cart
3198. HP's Compaq Acquisition (B) cart
3199. HP's Compaq Acquisition (A) cart
3200. Steven Spielberg & DreamWorks cart


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