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Page 41 of 48
4001. Mercedes Gamble in Crossover Vehicles cart
4002. De Beers : End of Monopoly? cart
4003. Digital Animation: India’s Competitive Advantage cart
4004. Bangalore: On the verge of being 'Bangalored' cart
4005. eBay’s Technology Management cart
4006. L’Oreal’s Business Strategy cart
4007. Matrix Laboratories – Road to Success cart
4008. Competitive Advantages of Japanese Automobile Manufacturers cart
4009. CIPLA: Generic Competence cart
4010. Taiwan as an R&D Hub cart
4011. The McDonald's Turnaround Story cart
4012. Home Depot's Strategy under Bob Nardelli cart
4013. Coca-Cola's Re-entry and Growth Strategies in China cart
4014. A Note on the US Airline Industry cart
4015. DHL's Business Strategy in China cart
4016. The Interbrew - Ambec Merger Story cart
4017. IBM: From Inventor to Innovator cart
4018. Problems at Delta Airlines cart
4019. Air Deccan: The First Low Cost Airline in India   cart
4020. The Acquisition Bid for UFJ Holdings cart
4021. State Bank of India: Competitive Strategies of a Market Leader cart
4022. Unilever's Strategies in China cart
4023. ONGC's Growth Strategy cart
4024. Gillette's Restructuring in India cart
4025. Ericsson in the New Millennium cart
4026. Ericsson in China cart
4027. Reviving Alitalia: Italy's Loss Making Airline cart
4028. Tata Consultancy Services Limited: The Pioneer in the Indian IT Industry cart
4029. The Air France - KLM Merger Story cart
4030. Telstra Corporation: Reorganizing Strategic Business Units cart
4031. Xerox Corp's Turnaround Strategy cart
4032. Small Industry Extension Training Institute cart
4033. Sony-Columbia Pictures: Lessons from a Cross Border Acquisition  cart
4034. Pepsico's 'Focus' Strategy cart
4035. The Exxon - Mobil Merger Controversy cart
4036. The Aventis-Sanofi Merger: Role of French Government? cart
4037. Charoen Pokphand: Thailand's Largest Agribusiness Conglomerate cart
4038. Genting Berhad: The Story of a Malaysian Conglomerate cart
4039. IBM's Turnaround and its New Business Model cart
4040. ISB: A Leading Business School in India cart
4041. The Turnaround of Indian Bank cart
4042. Sandy Weill and Citigroup cart
4043. Rupert Murdoch: The Media Mogul cart
4044. Revival of Matsushita cart
4045. Dr. V of Aravind Eye Hospital: A 'Level 5' Leader cart
4046. Dangdang.com: The Amazon.com of China cart
4047. Boeing under Phil Condit cart
4048. AAJ TAK's News Channel's Success Story cart
4049. Wal-Mart's Cost Leadership Strategy cart
4050. Restructuring Unilever: The 'Path To Growth' Strategy cart
4051. Toyota's Globalization Strategies cart
4052. Innovations at Harley Davidson cart
4053. Freeserve: The Pioneer in Free ISPs in Europe  cart
4054. Reengineering & Restructuring at Canon cart
4055. WebVan: A Disaster on the Web cart
4056. Omnicom: The World's Largest Advertising Conglomerate cart
4057. National Dairy Development Board: A Successful Indian Dairy Co-operative Movement cart
4058. Organizational Transformation at Hughes Electronics Corporation cart
4059. Germany's Henkel in the Indian FMCG Industry cart
4060. GE & Honeywell: A Failed Merger cart
4061. The Concorde Saga cart
4062. Cisco's Acquisition Strategy cart
4063. Wal-Mart's German Misadventure cart
4064. Motorola in China cart
4065. Samsung Electronics in 2004 cart
4066. Microsoft in 2004: Grappling with New Challenges  cart
4067. The New IBM in 2004 cart
4068. Sun Microsystems in the Twilight Zone cart
4069. Procter & Gamble in 2004: Managing Product Innovation cart
4070. Motorola in 2004: Zander's Challenge cart
4071. News Corp in 2004: The DirecTV Acquisition and Beyond cart
4072. PSA Peugeot Citroen SA: Integrating Risk into Corporate Strategy cart
4073. Adidas-Salomon: Incorporating Risk into Corporate Strategy cart
4074. Agilent Technologies: Incorporating Risk into Corporate Strategy cart
4075. AMD Taking on Intel cart
4076. Waste Management Inc. cart
4077. The Hindu: 125 Years in the Media Industry cart
4078. From Philip Morris to Altria cart
4079. Microsoft's Xbox: Taking on Sony Playstation cart
4080. American Express: Integrating Risk into Corporate Strategy cart
4081. Business Model Innovation at Dell cart
4082. Standard Chartered: Integrating Risk into Corporate Strategy cart
4083. Business School Surveys in India-2003 cart
4084. Bank of Scotia: Integrating Risk into Corporate Strategy cart
4085. Southwest Airlines in 2003 cart
4086. Toyota Motor Corporation in 2003 cart
4087. Apple Computer in 2004: Gearing up for Online Music cart
4088. Reuters in 2004: Fast Forward and Beyond cart
4089. KKR in 2004: Looking for the Second Act  cart
4090. Intel in 2004: Looking for Growth Strategies cart
4091. Business Model Innovation at Housing Development Finance Corporation cart
4092. Titan cart
4093. Infosys Technologies: Building a World Class Organization cart
4094. Wipro: Value Driven Leadership cart
4095. Unilever India in 2004 - In Search of a Growth Strategy  cart
4096. Nokia in 2004: Losing the Grip cart
4097. Nokia: Integrating Risk into Corporate Strategy cart
4098. Nokia: From N-Gage to QD cart
4099. The 3G Mobile Phone Industry in 2004 cart
4100. Tata Motors in 2004: Going Global cart

 

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