Strategy Ashok Leyland: Shattered Dreams - Transformation For Survival (Combined Version)
Case A & B (ISB113 & ISB115) have also been made available in a combined version.
1. To examine the challenges in managing an aggressive vision for growth. 2. To illustrate how a firm's performance and survival is impacted in a recessionary environment with declining industry factors. 3. To evaluate business turnaround and recovery strategies available to firms operating in challenging economic conditions. 4. To discuss the challenges in implementing and adjusting to tough strategies that would eventually take the firm on a path of recovery.Learn More
Strategy Ashok Leyland (B): Shattered Dreams - Transformation For Survival
The second part of this two-part case examines the actions that Ashok Leyland (AL) took to achieve its aggressive growth plan and the consequences it faced when there was an abrupt negative demand shock. The case describes the challenge before AL's management when faced with bankruptcy, and invites readers to consider how this once-proud company could be transformed and led towards profitability and growth.
- To illustrate how a firm's performance and survival is impacted in a recessionary environment with declining industry factors.
- To evaluate business turnaround and recovery strategies available to firms operating in challenging economic conditions.
- To discuss the challenges in implementing and adjusting to tough strategies that would eventually take the firm on a path of recovery.
Strategy Ashok Leyland (A): Reaching for the Stars - Embarking on a New Vision and Strategy
This case documents the history of Ashok Leyland (AL), the second largest commercial vehicle manufacturer in India, and captures its growth and journey up to 2007, when the company adopted its new vision of more than doubling in size in a fairly mature industry. The challenge that the case poses to students is to understand how the firm, widely regarded as a small player globally and as a regional one even within India, could fulfill this ambitious vision.
To examine the challenges in managing an aggressive vision for growth.
Strategy Moser Baer and OM&T - Choosing a Strategic Partnership Mode
"This case is set in December 2006 when the management at Moser Baer India Limited (MBIL) was faced with the critical decision of whether to pursue a strategic partnership with Optical Media and Technology (OM&T) and what form such a partnership should take. MBIL was India's largest and the world's third largest optical storage media manufacturer with a presence in over 82 countries, serviced through marketing offices in India, the United States and Europe. In 2006, MBIL had also entered the photovoltaic (PV) cells industry and aimed to succeed in this new business by leveraging its core process strength in "coating thin films on substrates". OM&T was based in a high technology cluster in Eindhoven, the Netherlands and was known in the industry for its contribution to prototyping, standardization and pilot production of advanced optical disc formats such as Digital Versatile/ Video Disc (DVD) and Blue Laser Discs (Blu-ray discs). For the MBIL management team, all the options were on the table -- a licensing arrangement, a strategic alliance by taking an equity stake in the company or a complete acquisition of the company. After careful evaluation, they had to choose the most appropriate option and arrive at a decision."
The case is structured to achieve the following pedagogical objectives: a) Highlight the uncertain dynamics within a high-growth and a technology intensive industry. b) Allow students to choose between organic vs. inorganic growth options. c) Evaluate the costs and benefits of different modes of inorganic growth in order to identify the best option for strategic partnership in a given context.Learn MorePublished: Jun 25, 2014
- Author Kannan Srikanth Remove This Item