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6 Items
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Strategy Strategies for Firm Positioning: The Case of Samsung in 2010 (C)Supplement for Case ISB229
Learning Objective
Learn More- Understand the two generic competitive strategies and their hybrid.
- Problems in strategic re-positioning.
Published: Nov 30, 2020₹399.00 -
Strategy Strategies for Firm Positioning: The Case of McDonald's in 2015 (B)
Supplement for Case ISB229
Learning Objective- Understand the two generic competitive strategies and their hybrid.
- Problems in strategic re-positioning.
Published: Nov 30, 2020₹399.00 -
Strategy Strategies for Firm Positioning: The Case of Lexus (A)
The three caselets in the series "Strategies for Firm Positioning" draw the reader's attention to the concept of firm positioning using Porter's Productivity Frontier. For any firm to stay ahead of the competition and build a product or service portfolio, it needs a clear strategic positioning that distinguishes it from its peers. Strategy literature recommends two generic positioning strategies, namely, cost leadership and differentiation, to achieve competitive advantage. These two strategies are very different from one another. Each strategy requires the firm to make choices about quality, operational excellence, innovation, customer centricity, and so on, which are often orthogonal to the choices made under the other strategy. This case series highlights the contrasts between the two generic strategies. Further, the case series shows what happens when a firm selects a hybrid of the two generic strategies.
Learning Objective
Learn More- Understand the two generic competitive strategies and their hybrid
- Problems in strategic re-positioning.
Published: Nov 30, 2020₹399.00 -
Strategy Sterlite Power: Technology as a Point of DifferentiationThis case aims to give participants an understanding of how Sterlite Power (Sterlite) successfully differentiated itself using technology in an otherwise traditional sector in an emerging economy. Sterlite deployed technological innovations to reduce inefficiencies in power transmission projects. The major challenges for the Indian power sector are the use of obsolete technology and high cost coupled with a low profit margin model. These make power evacuation difficult and inefficient, resulting in frequent power shortages in a country that actually generates surplus power. Although many private players had entered the power sector, there were no significant changes in the way projects were carried out. Realizing that products alone wouldn't improve its business prospects, Sterlite used technology as a disrupter and a differentiator to provide solutions in the power sector. The case shows how an Indian firm revolutionized project execution to get an edge in the Indian market. Having succeeded in India, the company turned its sights on the Brazilian market. The case invites participants to explore the following questions: What could be the possible challenges that lay ahead for Sterlite and how could it leverage its learning from India in Brazil? How challenging is it for companies to use technology as a point of differentiation and to monetize it in the long run, and in different markets?
Learning Objective
Learn More- To understand the nature of the Indian power sector and analyze the various challenges faced by transmission companies
- To gain a deeper understanding of Sterlite's innovations
- To understand how Sterlite successfully leveraged new technologies to cut down project inefficiencies in the power transmission market
Published: Aug 6, 2020₹399.00 -
General Management LogiNext: An Indian Start-up Scales Challenges in the GCC Region
The case centers around LogiNext, a logistics technology company that provided organized logistics and field service management in real time to increase the operational efficiency of its clients. Founded in 2014 by Dhruvil Sanghvi and Manisha Raisinghani, the company had operations in India, the United States and Southeast Asia. In 2018, when the events of the case are set, its founders were planning to expand its reach within the Gulf Cooperation Council (GCC) countries. As a part of its scaling up activities, LogiNext wanted to make Agility, one of the largest logistics companies in the Middle East, its logistics software partner in the region. Sanghvi and Raisinghani were faced with a number of questions: What should be the way forward for the firm? How could LogiNext cater to the GCC region's logistics challenges and understand the changes required to improve product fitment in the new market? What change management strategy should LogiNext apply in the region so that new markets or targeted companies adopt the new technology?
Learning Objective
Learn More1. Understand how companies plan for global expansion through their market entry strategies 2. Study various types of entry modes and common barriers to entry 3. Apply appropriate frameworks to evaluate potential markets for entry 4. Examine and reassess expansion strategies considering local competition 5. Appreciate the need for organizations to evaluate fit between their domestic operations and international expansion plans
Published: Jul 22, 2020₹399.00 -
Strategy Balancing the Power Equation: Suzlon Energy Limited
Set in 2013, the case documents the challenges encountered by an emerging economy multinational enterprise (EMNE) when accessing R&D knowledge from its technologically superior subsidiary. Further, it shows the strategies that Suzlon, an Indian wind turbine manufacturer, adopted to catch up with global industry leaders. It tracks how Suzlon's astute and aggressive chairman, Tulsi Tanti, led the company to develop the capabilities to perform higher value added activities despite being a late industry entrant and one, moreover, from an emerging economy. The setting for the case is the global wind power industry, an emerging high-tech industry. The case thus shows that EMNEs are entering and succeeding not only in mature industries but also in newly emerging industries. By acquiring technologically superior firms, Suzlon made a mark in the global wind power industry dominated by European and American companies. While most of its acquisitions successfully served their purpose, Suzlon's 2007 acquisition of the German wind turbine manufacturer REpower did not go as planned. REpower was a technology-focused firm with expertise in large offshore turbines. Suzlon's goal was to access REpower's technology and combine it with Suzlon's low manufacturing cost and operational efficiency to gain competitive advantage over rivals. However, the expected knowledge transfer from this acquisition did not materialize as quickly as planned due to REpower's refusal to share its technology with its parent, Suzlon. The case primarily describes the challenges involved in this acquisition, amplified by the economic recession of 2008. It shows Tanti's attempts to make the acquisition work by balancing the "power" struggle between the Indian parent and the German subsidiary. Further, by tracking Suzlon right from its inception, it also describes Suzlon's catch-up strategies to emerge as a market leader in India and the fifth largest wind turbine manufacturer in the world.
Learning Objectives
Learn More- Catch-up strategies of EMNEs
- EMNEs in emerging industries
- Intra-MNE knowledge sharing between EMNE headquarters and its technologically superior subsidiary.
Published: Jan 27, 2015₹399.00
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