Case Studies in Strategy(Catalogue III)

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Fashion Industry: Can Asia Buckthe Trend?

Well, how does one define fashion goingglobal When a Gucci or Armani isdisplayed on the fashion streets of Japanand China or when celebrities like LizHurley or Will Smith showcase themselvesin an Asian outfit? The winds of globalfashion industry are changing their course no more do fashion winds move onlyfrom west to east but they blow from eastto west too. Asian fashion, of late, hasmade its presence felt on the global ramp.For centuries, western brands like Gucci,Versace, Armani and LVMH maintainedtheir supremacy in the world of fashion.Innovation, rich designing, marketingexpertise coupled with the presence ofexcellent fashion connoisseurs, enabled thewestern brands to command a premiumover the years. In comparison, the Asianfashion industry, which is still in the nascentstage of growth, has been trying vigorouslyto position itself among the global players.Although oriental fashion is pulling hugecrowds to its fashion weeks, the Asianfashion industry, despite talented designersand lean manufacturing processes, is failingto build a brand image in the high-endluxury segment. Factors like low brandvalue, lack of technical know-how,infrastructure and distribution networkshave been hampering their growthopportunities globally.

This case study dwells upon the dynamicsof the global fashion industry and thecomparative position of the Asian fashionindustry. The case study also analyses thechallenges and threats to Asian fashiondesigners and brands from global playersbesides providing a scope to identify theways in which Asian fashion industry cancreate an uncontested market space andmake competition irrelevant.

Pedagogical Objectives

To understand and analyse fashionindustry dynamics in a flat world (marketshare, profit margins, value chain, etc.)

To analyse the critical success factorsfor fashion industry and debate onwhether they would change when thecompanies go global

To understand the Asian fashionindustry's capabilities and contrast themwith the global fashion industry's criticalsuccess factors

To debate on the essential requisites forany Asian fashion house to go globaland the strategies they should follow toposition themselves so as to successfullycompete with the incumbents.

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Industry FashionReference No. INA0078Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Asia, Oriental, Fashion, Blue OceanStrategy, SWOT Analysis, GAP Analysis ,Japan, China, Europe, Retail, Gucci, Global,Brand, Apparel, Supply chain

CAFE Fuel Rules: Changing AutoIndustry Dynamics in the US

In a move to increase fuel efficiency andto reduce gasoline usage for travel, a billwas passed by US Federal governmentraising the standards of Corporate AverageFuel Economy (CAFE) standards to 35miles per gallon (mpg), to be achieved by2020 from the current standards of 27.5mpg for passenger cars and 22.2 mpg fortrucks. US car manufacturers like GM, Fordand Chrysler were apprehensive of thisdecision as they were in doubt in achievingthe proposed standard in 12 years. Theautomakers were left with two options either make cars more expensive or makethem smaller and less powerful. Byupgrading their manufacturing processesand investing in expensive technology,they hoped to reach the standards set bythe Act. It was also found that Japanesemanufacturers like Honda or Toyota werecloser to the proposed standards ascompared to the 'Detroit 3' and Europeancar manufacturers. On the other hand,fearing a rise in oil prices, consumers arelooking for fuel efficient and compact cars.Consumers as well as market analystspresume that new CAF standards can bemet by 2020 which is in contradiction tothe view of the automakers. The caseattempts to profile the needs of consumersand expertise of auto-manufacturers, inthe wake of new CAF rules.


To comprehend the implications ofenvironmental regulations on industrydynamics

To understand the impact of CAFE billon US customers and auto manufacturers

To understand the prospects andchallenges of US auto industry.

Industry Auto IndustryReference No. INA0077CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

CAF rules; Environmental Standards;Industry Analysis Case Studies; Big three;Detroit three; Japanese Automakers;

Customer preference; Competitiveenvironment; US Auto industry

The US Newspaper Industry atCrossroads?

The print newspaper industry of the UShas been witnessing revenue decline since2005. Decreasing circulations andconsequently decreasing advertisingrevenue, due to the increasing popularityof digital media, is said to have affectedthe print medium. Many newspapercompanies initiated several cost cuttingefforts to cope up with the industrydowntrend. The increasing onlineadvertising revenue at the US newspaperwebsites put forth a notion that theindustry will undergo a paradigm shift fromthe print medium to the online medium.Many analysts believed that the USnewspaper organisations will retain theirlocal franchises in print format, as itcontributes significantly to their revenue.However, speculation is rife about thefuture of US print newspaper industry asthe focus shifts to the online medium.


To analyse the increasing popularity ofnew media over the traditional media inthe US

To provide an overview of the USnewspaper industry and the competitivescenario

To analyse the various factors that affectthe US print newspaper industry

To analyse how the US print newspaperindustry can hold its audience andincrease its revenue.

Industry Newspaper PublishingReference No. INA0076BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

US Newspaper Industry; NAA; WAN;Digital Media; Ad spend; Classified ads;Consumer spectrum; Interactivemarketing; New media; Internetadvertising; Crossroads; Newspaperwebsites; Business models; Google; Yahoo

Indian Animation Industry:Roadblocks for Global

CompetitivenessSince 2005, India witnessed an increase inthe amount of work related to animationoutsourced to India. Most of the companiesthat outsourced such work were from theEurope, US and also Asia. Though therehas been an increase in the volume of

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outsourced projects and co-productiondeals, the animation content in the formof movies and television content did notseem to entice the Indian audience. Thiscast doubts on the competitiveness of theIndian animation industry. This case studyexamines the various hurdles that Indiananimation companies need to cross, notonly to appeal to the local market but alsoto become globally competitive.


The case study helps in understanding

The growth of global animation industry

Growth prospects of the Indiananimation industry in relation to theworldwide markets

Inadequacy of the Indian animationindustry to compete globally.

Industry Animation IndustryReference No. INA0075BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

India; Emerging economy; Animation;Global animation Industry; Indiananimation Industry; Roadblocks;Developing nations; Financial News;Outsourcing; Intermediaries; IndustryAnalysis Case Study; MNCs; Animationoutsourcing hub

Suzuki in India: The GrowingGearless Segment of Indian

Two-Wheeler MarketThe world's second largest manufacturerof two-wheelers the Indian two-wheelerindustry is broadly classified into threeproduct segments scooters, motorcyclesand mopeds. During 1980, the de-licensingpolicy of Indian government allowedforeign companies to operate in Indiantwo-wheeler market through joint ventures(JV). Especially, the entry of Japanesecompanies changed the dynamics of Indiantwo-wheeler market by concentrating oncustomer aspirations, and embracing newtechnology. Banking on the opportunity,during 1982, Suzuki Motorcycle India Pvt.Ltd (Suzuki), a subsidiary of Suzuki MotorCorporation (SMC), entered the Indiantwo-wheeler market through a jointventure partnership with TVS Group, anIndian company, to manufacturemotorcycles. Until 2000s, the motorcycleswere more popular in Indian two-wheelermarket. But the launch of gearless scooter'Honda Activa' a four-stroke scooter byHonda Motorcycle and Scooter India PvtLtd (HMSI) in 2001, changed the demanddynamics of Indian scooter segment. Since2007, the gearless scooter segment hasbeen growing as compared to motorcycles

(14.4% to 2.17 million units). The demandfor such scooters increased in Indian two-wheeler market due to improvement inproduct features, design and style; and wastargeted to attract young college girls,housewives, and teenagers. Looking forgrowth, Suzuki launched gearless scooter'Access 125' (Access) in the 100cc to 150ccsegment to compete with its competitorslike Honda, Kinetic, and Bajaj. But still, asegment of customers preferredmotorcycles because of bigger wheels,better road grip, power, higher groundclearance, and low maintenance costcompared to scooters. The case facilitatesdiscussion on whether Suzuki would be ableto succeed in capturing these buyers mindspace.


To examine the growth drivers anddemand factors of Indian two-wheelermarket

To understand the importance ofcontinuous innovation in two-wheelermarket

To study the impact of consumerbehaviour in Indian two-wheeler industry

To discuss whether the strategies adoptedby Suzuki would help it succeed inshifting the consumer priorities frommotorcycles to gearless scooters inIndia.

Industry Automobile IndustryReference No. INA0074AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian Two-Wheeler Market; IndustryAnalysis Case Study; Transportation;Consumer Behaviour; Motorcycles;Gearless Scooters; Marketing Strategy;Joint Venture; Competition; ForeignPlayers; Product Innovation; Suzuki;Honda Motorcycle & Scooter India (P)Ltd.; Hero Honda; Bajaj Auto; Kinetic;LML

Compact Camera Grey Marketin India: Nikon's Dilemma

Sensing the fast growth in the Indiancamera market, Nikon Corporation, aJapan based camera brand, in 2007, decidedto set up a subsidiary in India. Nikon was alate entrant and players like Sony, Canon,Kodak and Samsung had already establishedthemselves as key players in the Indianmarket. To establish itself in the Indianmarket, Nikon had to compete with theseestablished players. Apart from this, thepresence of grey market was a seriousconcern for Nikon. Nikon's own productswere widely being sold in the grey market

at much lower prices. Whether Nikonwould be able to successfully fight greymarket issue in India was yet to be seen.


Dynamics of compact camera marketin India

Market entry strategies of Nikon inIndia

Strategic implications of grey markets

Nikon's strategies to fight grey markets.

Industry Compact Camera MarketReference No. INA0073AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Nikon Corporation; Compact CameraMarket in India; Grey Market; CompactCamera; Single Reflex Camera (SLR);Canon India; Kodak India; Nikon'sCoolpix; Industry Analysis Case Study; GreyMarket; Digital Cameras; Productcannibalisation; Brand Image; BrandBuilding

Indian Hotel Industry (A): TheCompetitive Dynamics

Fuelled by the country's booming economy,low-cost air carrier introduction andliberalisation of FDI norms that allow100% foreign investment in real estate,the Indian hotel industry is currently seeinga boom. Demand for hotel accommodationhas increased tremendously across India butthe rooms' supply has seen an insignificantgrowth, causing staggering room rates andinsufficient room availability. Inbound touroperators blame these as key deterrentsthat keep tourists from visiting thecountry. Moreover, with poorly facilitatedairports, inadequate road infrastructure,high taxation levels and a bureaucratic visaprocessing system, India's hotel industryhas serious challenges ahead. Significantinvestments in tourism infrastructure areessential for this industry to progress andultimately achieve its potential.


To understand Indian hotel industrydynamics before and after the country'seconomic liberalisation and analyse thekey success factors of the industry

To examine the Indian hotel industrysegmentation and contrast it with thecountry's economic development androom prices

To highlight global hotel chain's growingpresence in India and the various marketentry strategies available for them toestablish their presence in India

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To analyse Indian hotel industry'sdemand-supply mismatch, the reasonsfor it and the necessary steps to fill thegap.

Industry Hospitality IndustryReference No. INA0072Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian Hotel Industry; IndustrySegmentation; India's EconomicLiberalisation; Industry Classification;SWOT Analysis of Indian Hotel Industry;Critical Success Factors; Challenges in theIndian Hotel Industry; Role of Governmentin Industry's Development; IndustryAnalysis Case Study; Taj and Oberoi Groupof Hotels; Market Entry Strategies; GlobalHotel Chains in India; Incredible IndiaCampaign; Demand Supply Disparity

Emergence of China in theGlobal E-Commerce Market (B):

Alibaba.com's SurgeSecond in the two case series, this caseportrays Alibaba.com, a portal thatwithstood the Chinese and emerged as aleader in a short span of 9 years. Launchedin 1999, the portal targeted SMEsproviding Business to Business (B2B)solutions and aggressively expanded thecustomer base by tailoring its offerings tovarious SMEs. Alibaba's web presenceincludes an international marketplace,which focuses on global importers andexporters, and a China marketplacefocusing on domestic suppliers and buyers.Alibaba's business and operational patternshelped it to become the highest marketvalued firm. This enabled the company tobe listed on the Hong Kong StockExchange in November 2007. And set itssights on global expansion, also offeringmore services to its domestic clients.Though hailed as a good strategy, as theincremental revenues will out doincremental costs by miles, it has its ownrisks. Company's success of the companydepends on its ability to tailor itself tosuite the needs of global diversities not amean task by any measure and not manyportals could achieve in the past. This caseenables analysis on the strategies, whichthe company has adopted in its initialstages to establish itself facing adverseconditions. How could Alibaba.com installfaith in its customers in such a short spanof time? What measures did the companytake to overcome the resistance of theChinese? Is the company too ambitious inits global plans? Can the company handlediverse needs of foreign and domesticcustomers? What measures should it taketo succeed the complexities involved inglobal expansion? Which regions should itfocus on?


To understand the dynamics of theChinese B2B E-commerce market

To analyse the business methodology ofthe Alibaba group

To discuss the risks of online business,especially in global expansion

To understand the importance ofefficient and adequate business model inthe growth of an online business.

Industry E-CommerceReference No. INA0071Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

E-commerce; Dynamics of online business;Alibaba.com; Internet commerce; Chineseelectronic commerce; China in global e-eommerce; Digital economy; Criticalsuccess factors of e-commerce; IndustryAnalysis Case Study; Strategies ofAlibaba.com; Internet economy

Emergence of China in theGlobal E-Commerce Market (A):

Dragon Drags on AdaptationOne of the most popular economic storiesin the last decade and half was the emergenceof China as a formidable force in the globaleconomy. With the growth booming at morethan 10% per annum, all sectors of theChinese economy got the required thrust,E-commerce being one of them. Internetpenetration in the country registereddramatic surge, as the Chinese establishmenteased regulations and foreign multinationalsprovided the required know-how along withnecessary hardware. Once the infrastructurewas in place, the Chinese businesscommunity was quick in embracing E-commerce. However, the commonpopulace was not quick enough, being pulledback by many apprehensions chief amongthem were lack of physical feel of theproducts and security (over privacy andpayments) ultimately E-commerce hasnot gained expected popularity. Albeitslowly, number of people purchasing onlineis picking up much to the liking of Chinesee-commerce companies. This case study,the first in the two case series, enables adiscussion on why e-commerce failed toattract Chinese public, though it had all thenecessary ingredients. Why was Chinesepublic averse to online transactions? Whatstrategies did the companies adopt toincrease the popularity of E-commerce?How China was able to establish itself onglobal E-commerce market place?


The case study is meant to understand theimportance of electronic form of business

and how it has changed the meaning ofbusiness over the decade. Specifically it canbe used to:

To understand the difference betweenInternet economy, electronic businessand electronic commerce

To discuss the significance of digitaleconomy vis-a -vis traditional economy

To understand the constituents of e-commerce business

To analyse the critical success factorsfor the growth of e-commerce

To debate the relevance of e-commercebusiness in China

To understand the resulting businessopportunities and challenges.

Industry E-CommerceReference No. INA0070Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

E-commerce; Dynamics of online business;Industry Analysis Case Study; Electronicglobal marketplace; Internet commerce;Chinese electronic commerce; China inglobal e-eommerce; Digital economy;Critical success factors of e-commerce;Opportunities and challenges of e-commerce; Internet economy; Oldeconomy and New Economy

Luxury Brands in China: Profitingfrom Scale

Chinas 1978 economic reforms helpedboost its economic growth and in turn, theincome levels there. Chinas demographytoo changed - with thousands ofmillionaires and a growing middle classcoming up. All this had an impact on thecountrys luxury industry, whose growth isexpected to jump from 1% in 2000 to 29%by 2015, making it the largest market forluxury brands. However, China is acomplex cultural market.


The case study helps students:

Analyse the impact of Chinas economicreforms

Discuss the growing demand for luxurybrands

Assess Chinese consumer behaviour

Discuss various strategies

Analyse the challenges for players.

Industry LuxuryReference No. INA0069Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

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Keywords

Luxury Brands; Counterfeiting; LuxuryRetailing; Tourism and Luxury Industry;Brand Image; LOreal; LVMH;Competition; Critical Success factors;Market Entry Strategies; ConsumerBehaviour; Industry Analysis Case Study;Industry Dynamics; Brand Building;Challenges for Luxury Goods Companies

Google vs Baidu.com (C): TheBattle for Chinas Internet Search

MarketFrom being an emerging economy, Chinais a surging one and the number of itsInternet users is swelling. With that, thenumber of companies offering searchservices there is also going up. Google, thepreferred search engine in many countriesbeats its rival Yahoo! by a wide margin.Yet, in China - forecast to be the largestInternet market in the world - Google findsitself upstaged by a local rival, Baidu.com.Chinas cultural nuances seem tocompletely elude Google. The companyto find a foothold in China, is however,leaving no stone unturned. It has openedan office in 2005, hiring a Chinese at thehelm. The company is working to improveits sales force. Along with this, Google inChina has launched a censored Chineseversion of its site in 2006, which is a firstfor the company. This case, the third inthe series, Google vs Baidu.com, details theChinese online search landscape along withthe major players. The focus is on theongoing battle between Google and Baidu,and the reasons for their failure and successrespectively. The case facilitates adiscussion on the critical success factorsfor search engines and the need forlocalisation. The business dilemma ofchoosing between ethical behaviour andshareholder wealth creation is also brieflydealt with. The case finally dwells onwhether Google, after making changes toits approach, will be able to succeed inChina and what should be its plan of action.


The critical success factors for a searchengine and whether these factors needto be localised

The Chinese Internet search market andwhat makes it attractive tomultinationals

Why Google, otherwise the leadingInternet search provider worldwide, islosing out in the Chinese market to alocal player that has no presenceoverseas

The business dilemma between ethicalbehaviour and what may be construed asfoolishness by exiting a lucrativeemerging market.

Industry Internet Search & NavigationServices

Reference No. INA0068Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Google; Baidu.com; Chinas Search EngineMarket; Business Model; Industry AnalysisCase Study; Globalisation and Localisation;CAGE Frame Work; Alliance Strategies;Acquisitions and Partnerships; ChineseGoogle; Government BusinessEnvironment; Internet Censorship; OnlineAdvertising; International Business; LegalEnvironment and Regulations

Motorola in China (B): FromIntended to Emergent

StrategiesThis case study is a sequel to Motorola inChina (A): Dealing with an EvolutionaryIndustry Life Cycle. This case explains howMotorola tuned its strategies to emergingtrends. Actually, by January 2003, its goingwas becoming tough in the Chinese market.Most of its invented strategies failed. Thenit realised that its strategies can no longerneglect the market trends. Viability of theseemergent strategies can be vividlydiscussed.


To analyse and discuss the causes ofMotorolas failure in Chinas mobilephone market, in spite of having theFirst Mover Advantage

To analyse whether its emergentstrategies are workable and sustainable.

Industry TelecommunicationsReference No. INA0067Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Motorola; China Handset Market;Economic reforms in China; MobilePhones; Motorola and Eastcom; IndustryAnalysis Case Study; Motorola and Nokia;Centrally planned economy; Industry LifeCycle; Intended Strategies; EmergentStrategies; First Mover Advantage; FirstMover Disadvantages; Chinese Guanxi;Chinese Business Environment

Motorola in China (A): Dealingwith an Evolutionary Industry Life

CycleAn industrys life cycle runs through fourstages: introduction, growth, maturity anddecline. In the first stage, companies

prompt customers to buy the new product.Then the growth phase sees rapid marketexpansion and increasing competition, withthe entry of new players. In these twophases, a lot of evolution (both in termsof products and markets) happens. Productsundergo many changes with the applicationof new technologies, rising demands andvarying choices of consumers. This casestudy sees how Motorola dealt with suchevolution in an emerging market. Motorolawas the first to enter the Chinese mobilephone market in 1987. So it was blessedwith the First Mover Advantage for nearly15 years. However, with the evolution ofChinese telecom industry, improvementsin mobile networks there and entry of newcompetitors (local and foreign), Motorolabegan to lose its market share. But Chinabecame a crucial market for Motorola, asits western markets dried up.


To understand the evolution of Chinasmobile industry and the operatingchallenges

To discuss and analyse strategyformulation in the evolutionary phaseof an emerging market

To discuss whether First MoverAdvantage can guarantee success in thelong run.

Industry TelecommunicationsReference No. INA0066Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Motorola; China Handset Market;Economic reforms in China; MobilePhones; Motorola and Eastcom; IndustryAnalysis Case Study; Motorola and Nokia;Centrally planned economy; Industry LifeCycle; Intended Strategies; EmergentStrategies; First Mover Advantage; FirstMover Disadvantages; Chinese Guanxi;Chinese Business Environment

Chinas Retail Industry (B):Consumer Behaviour andCompetitive Responses

While case (A) enables an analysis ofChinas retail industry dynamics, case (B)provides scope for analysing Chineseconsumer behavior (with specific referenceto retailing). Using this analysis, studentscan decode the variety of competitorsresponses Each one wants to their slice (abigger one though) of the retail cake.Whose strategic moves are viable? Whichcompany is better poised to tap Chinasretail potential? Since economic reformsin the 1980s, Chinas production andproductivity rapidly grew, while average

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consumption growth was slower. No doubt,consumers create a huge retail potential.But, do they have similar aspirations? So,what should companies assume? Do theirassumptions mismatch consumeraspirations? More so, as the Chineseconsumer tends to save more than spend,how can retailers get them to do thereverse?


To understand the (ever-) changingconsumer behaviour in China and debateits effects on the way retail companiesrespond

To juxtapose and analyse the obviousparadoxes in these responses (which canhelp better in converting adversities intoadvantages?)

Industry RetailReference No. INA0065Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Wal-Mart; Carrefour; Chinese ConsumerBehaviour; Economic reforms in China;Centrally planned economy; Investment-led growth; Industry Analysis Case Study;Consumption-led growth; Organised retailindustry; Chinas traditional retail industry;Re-balancing of the economic growth;Saving patterns in China; Consumptionpatterns in China

FOPP, UKs Music Retailer (A):Profiting from Positioning?

With the current trend of consumersexploring music online and supermarketsoffering CDs at competitive prices, stand-alone music retailers face an uphill task tomaintain real differentiation in theindustry. The Fopp case series (A&B) trackthe positioning, the challenges and thegrowth dilemmas of Fopp - a music retailerwith 105 stores spread across UK andScotland. The company had been sellingCDs, DVDs, books, and peripherals for about25 years. Started in early 1980s, the retailchain has grown from a small corner shopto UKs third largest music retailer. Whatdifferentiates Fopp from its rivals is itspositioning to reach Fifty Quid Bloke: themarketing name for people aged between25 and 45, who are cash-rich and time-poor. A typical Fifty Quid Bloke is seen ona Friday afternoon buying piles of CDs, allworth 50, thereby giving the companymore revenue per visitor. The company issaid to have developed strong patronagewith these music followers. Case A describesthe dynamics of the music industry ingeneral and UKs music retail industry inparticular, and will trigger a discussion onFopps positioning strategy against the

online music stores and supermarkets.When the giant retailers are struggling byselling all-things-to-all-people how couldFOPP survive by selling just CDs, DVDs,books and gift items to one consumersegment? How long can the patronage inthese dynamic times last? Now, wheninternet is posing the biggest threat to everyother seller, can the company sustain? Ifyes, how long? If no, does the companyneed to change its business approach?


To understand unique business dynamicsof music industry and also music retailing

To analyse the critical success factors inthe music retail industry

To understand and relate consumerbehavior in music retail industry to thetarget market selection.

Industry EntertainmentReference No. INA0064Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Music Retailing; Customer Segmentation;Customer Targeting; Niche MarketingFopp; Industry Analysis Case Study; FiftyQuid Bloke; Music Labels; Music Recorders;Universal Music Group; Sony BMG MusicEntertainment; HMV; CustomerCommunity; Music Industry; Positioning;Differentiation

Chinas Retail Industry (A): AnAssessment of Potential and

ChallengesThe first of this three-part case series helpsrichly and deeply analyse a happeningindustry in China - retailing. Its competitivedynamics is the fine thread that runsthrough all the three cases. Now that Chinais on every global (MNC/TNC) companysgrowth agenda, the class can debateindustry-specific dynamics as well aseconomy-wide factors. So bigger questionspop out. What is the China Factor?What does this mean to the companiesoperating or willing to operate in China?What should be their homework beforeentering China? What should be theirstrategic moves, while they are in China -strategy or tactics? With Chinese economyintegrated into the global economy (since1978 and more so from 2001 when itformally joined the WTO), its economicgrowth rate has hovered around 10%12%.And thats very good news for all the majorglobal corporations because there is hugedemand there. However, this good newshas a flip-side too: Chinas business terrainis bumpy for a variety of reasons. Whatare those reasons? Hard infrastructure andsoft infrastructure are the prime suspects.

But many more are embedded into this caseseries that can be unearthed with meticulousanalysis. Retail industry is one among themany that saw intensified competitionduring the past decade, in China.Competition is not yet even because ofhuge untapped potential; so a discussionon Industry Life Cycle can ensue. It is forthe players to strategise their moves andcounter-moves, where value chain analysiswould prove essential. Market entrystrategies of Wal-Mart and Carrefour wouldmake up for an interesting analysis.


To give a brief overview of retailindustrys formats and the operationaldynamics involved

To understand the potential andattractiveness of Chinas retail industry

To analyse the challenges of operatingin Chinas retail industry because of itsvalue chain

To debate on the critical success factorsin Chinas retail industry

To analyse the market entry strategiesof Wal-Mart and Carrefour and debateon their effectiveness.

Industry RetailReference No. INA0063Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Wal-Mart; Carrefour; Economic reformsin China; Retailing in China; Centralisedsupply chain system; Logistics and SupplyChain Management; Centrally plannedeconomy; State-owned department stores;Dalian Dashang; Chinas traditional retailindustry; Metro AG; Ito Yokado; IndustryAnalysis Case Study; Chinese Guanxi;Retail industry dynamics

Global Steel Industry: TheCountry Factor

The reconstruction of infrastructure acrossthe world after the Second World Warprompted steel industry rise sharply.Demand exceeded supply resulting highprofitability which translated into capacityaugmentation. But since 1970s the demandplummeted down, resulting over capacityand high cyclicality in the Industry. Theindustry regained from 2002 due to Chinasbooming economy, higher economicdevelopments in other BRIC (Brazil,Russia, India) countries, emergence of CEE(Central and Easter Europe) countries asrapidly developing economies and positiveeconomic developments in Triad (Europe,USA and Japan) etc. Analysts wereskeptical about the long term sustainabilityof the industry. The concern is vital for

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the senior managers and the policy makersin the steel industry to understand thedynamics of this industry and to shape theirstrategies accordingly.


An outlook of global steel industry

Factors affecting the demand and supplyof the global steel industry

The impact of China, BRIC, TRIAD andCEE economies on the global steelindustry

Opportunities and challenges for theplayers in the global steel industry.

Industry SteelReference No. INA0062KYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

CEE; TRIAD; Steel Production; BRIC;Value Chain; Arcelor-Mittal; Baosteel;Fragmentation; Industry Analysis CaseStudy; Downstream Production;Investment Trap; Global Steel Industry;Regional Champions; Niche Specialists;Global Player; Steel Cycle

US Housing Market: Waiting forRecovery

After experiencing a boom for aconsiderably long period, the US Real Estatestarted declining from early 2006. Thenumber of new housing projects droppedfrom an annual rate of 1.535 million to1.486 million. Meanwhile, the mortgageloans had reduced from a peak of 6.8% onaverage for a 30-year fixed loan in July to6.24% in October 2006. The Federal rateremained unchanged at 5.25% from themonth of August. There were speculationsthat the Federal Reserve could cut rates inthe coming months if inflation remainedunder control and the economy flagged.This further slashed down the housingfinance loans. All these triggered a recoverybut the market so far had not shown anykind of bounce-back activities. Moreover,as the once-booming U.S. housing marketcame down in 2005-2006, economistsdebated whether this was a "soft" or "hard"landing and the impact this slowing wouldhave on consumers' confidence and on theoverall economy. This case captures boththe up and down trends of the US housingsector. The case further explores the factorsaffecting the housing sector and whetherthere will be any recovery in the US housingmarket.


To discuss how the economic factors arerelated with the real estate market

To understand the US real estate market

To analyse the volatilities in the US realestate market

To debate whether the US real estatemarket would recover after the downturnstarted in 2006.

Industry Real EstateReference No. INA0061KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

US real estate; United States housing bubble;Industry Analysis Case Study; Economicbubbles; Stock bubble; P/E (price-to-earnings) ratios for houses; NationalAssociation of Realtors; Speculation; Houseprice index; Baby boomers; Downtrend inhousing; Foreclosure; US mortgage rates;Stock vs house investment; Collapse inhousing; Housing wealth

Kyoto Protocol and its effects onthe carbon trading

Carbon Market, the new concept of tradingCarbon dioxide (CO2) and otherGreenhouse gas was much similar to theother trading markets of the world. Thisconcept came into force with theimplementation of the international treatycalled Kyoto Protocol, which envisionedreduction of Greenhouse Gas emission inthe world. The treaty was mainly applicableto the industrialized and developedcountries of the world.

The first implementation period was 2007-2012 which enforced many countries andindustries around the world to maintain theirlevel of emissions. This also gave boost tocarbon market around the world. Thismechanism initiated major carbonexchange and market around the world.

The case highlights the major carbontrading markets around the world and thecountries which would implement thistreaty. The treaty was rejected by leadingindustrialized countries like US, Canada andAustralia. It also faces some challenges,debate and criticism by environmentalactivist. Amidst the challenges andregulatory hindrances, the treaty promisedto provide an initiative to prevent furtherglobal warming. The case ends on thedebate whether Kyoto Protocol willachieve its vision by 2012.


To understand the concept of carbontrading and carbon markets

To understand the international treaty ,Kyoto protocol and its mission andvision

To debate the ethical participation bydeveloped and developing countries onhumanitarians ground in carbon trading.

Industry Carbon marketReference No. INA0060AYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Carbon dioxide; Greenhouse Gases; IndustryAnalysis Case Study; Kyoto Protocol;Carbon trading; Emission Trading; GlobalWarming; Climate Change; Annexure Icountries; Annexure II countries; AssignedAmount Units; Emission Reduction Units;Chicago Climate Exchange(CCX); EU ETS;UK ETS; New south Wales market (NSW);Joint Implementation; Clean Developmentmechanism (CDM)

Chinese Automakers'International Drive

Following the footsteps of their Asianpredecessors Japanese and South Koreanautomakers all major Chinese automakerslike Geely, Cherry and other leading autocompanies aspired to become globalplayers. With the advantages of low costproduction and government support,Chinese automakers primarily targeted USand European market to sell their cars andconsequently become powerhouse in globalautomotive industry.

Nevertheless, Chinese automakers hadmany obstacles to overcome before sellingcars in international markets. The imageof poor quality, weak design and lack ofdistribution networks hindered the progress.Besides, the world automotive market wassaturating and analysts opined that thegrowth prospects were better in Chinaitself.


To discuss the global and Chineseautomotive industry scenario

To discuss international market entrybarriers and strategies to overcome them

To discuss challenges faced by Chineseautomobile manufacturers in their questto go global.

Industry AutomobileReference No. INA0059AYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Chinese Automakers; China Cars; IndustryAnalysis Case Study; Automobile Industry;Globalisation; International Markets;Expansion Strategies; ShanghaiAutomotive (SAIC); First Automobile

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Works (FAW); Dongfeng MotorCorporation; Geely Automobile; CheryAutomobile; Challenges of globalisation;Exports; Low cost production

Emerging Destinations inOutsourcing: The Indian

dilemmaAs of 2006, India continued to remain anIT outsourcing powerhouse, with $17.7billion revenue in software and IT servicesexports, compared with $3.6 billion forChina and $1 billion for Russia, accordingto the trade organizations in each country.Also, India's outsourcing industry was stillgrowing at a faster pace than that of Russia'sand other outsourcing centers. But as laborcosts and turnover rates began rising inIndia, companies started looking out forcheaper labor. As a result, many alternativeoutsourcing destinations emerged.Countries speaking European languages likeHungary, Czech Republic, Russia, Poland,Bulgaria and Romania were benefiting fromthe trend of 'nearshoring'. Moving IToperations into developing countries canpose big risks, such as language and culturaldifferences, geopolitical instability, and therisk of stolen intellectual property. India'soutsourcing players needed to overcomemajor challenges to continue their growthand sustain their competitive advantageover other emerging outsourcingdestinations. India needed to improve itsinfrastructure, maintain competitive laborcosts and tackle the turnover rates of laborattrition. It had to concentrate more onnew areas in outsourcing such as E-governance, Retail Services Outsourcing,Pharmaceutical Research, FinancialServices and Healthcare.

The case outlines the changing globalscenario of the outsourcing industry,emerging destinations and challenges facedby Indian outsourcing companies towardskeeping competitive advantage andretaining business.


To introduce the students to theOutsourcing industry

To highlight the various new destinationscoming up in outsourcing

Factors that constitute a successfuloutsourcing destination.

Industry Business Process OutsourcingReference No. INA0058CYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Outsourcing; Nearshoring; Emergingdestinations; Industry Analysis Case Study;Indian outsourcing industry; Chinese

outsourcing industry; BPO sector;Offshoring

Organic Food Market in the US:The Wal-Mart Effect

In the wake of a rapidly growing market fororganic products in the US, in March 2006,Wal-Mart, the worlds biggest retail chain,announced that it would include moreorganic products in its grocery section. Themanagement of Wal-Mart hoped to attractmore and more customers to buy its organicitems thereby promoting the consumptionof organic products. While some analystsbelieved that it would increaseenvironmental awareness among theconsumers and prompt the farmers andsupplier to adopt green practices, anotherset of analysts felt that Wal-Mart could useits market strength to exert pressure onfarmers and suppliers to its own advantage.

The case starts with a short history oforganic farming in the US and moves onto Wal-Mart discussing it business briefly.It then highlights Wal-Marts businesspractices over the years and finally triesto raise a question regarding what could bethe possible repercussions of Wal-Martsentry into the organics.


To get an understanding of organicfarming

To analyse the impact of Wal-Martsentry on the organic food market of theUS

To debate whether Wal-Marts entrywould drive suppliers to adopt organicfarming or exert pressure on them forlower prices.

Industry Organic FoodReference No. INA0057KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Wal-Mart; Organic food; Retailing;Organic farming; National OrganicProgramme (NOP); Supercentre; SamsClub; Neighbourhood market; Groceryretailing; Industry Analysis Case Study; USfarmers; Organic seal; Supermarket;Discount store; United Food &Commercial Workers

Air China and the ChineseAviation Industry

By 2005, Air China was the only profitablecarrier among the three major airlines inChina. The other two, China Southern andChina Eastern, were making losses. Thelow cost carriers also were struggling. By

contrast, the Chinese aviation market hadbecome the second-largest in the world afterthe US, carrying 138 million passengers in2005. Apart from that, Chinese airlinesordered a large number of new aircrafts in2005. Analysts felt that governmentinterference in matters related operationswas the main reason behind airlines poorperformance. Though government wasreforming the airline industry to make theChinese airlines more competitive, expertsdoubted Air Chinas ability to remainprofitable in the long run. The case discussesin detail the evolution of Chinas aviationindustry to its present form as well asgovernment reforms. It also discusses AirChina and its operations. The concludingsection attempts to highlight thechallenges that the Chinese aviationindustry (particularly Air China) faces. Italso tries to raise a question regarding thestructure of the industry in future.


To understand the evolution of Chinasaviation industry

To understand government reforms thatshape the structure of the industry

To discuss competitive dynamics ofChinese aviation industry

To analyse the competitive advantagesof Air China

To analyse Air Chinas ability to sustainprofitability in the long run.

Industry AviationReference No. INA0056KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Air China; Chinese Aviation Industry;CAAC; CANC;Shanghai Airlines.

Chinas Auto Industry: TheEmerging Trends

With Chinas entry in the WTO inDecember 2001, the domestic automobileindustry witnessed a plethora of changes.Overall tariff and non-tariff barriers werereduced and the sector was opened up forFDIs. China rapidly emerged as the third-largest automobile market behind the USand Japan, with about 3.1 million new carsbeing sold in 2005. The Chinese autoindustry was evolving gradually into amature market with consumers becomingmore aware of the differences betweenbrands.

The case while providing a broad overviewof the Chinese automobile industry,discusses the emerging trends in theindustry as well as in the consumerbehaviour.

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To understand the dynamics of theChinese automobile industry in the pre-and post-WTO era

To understand the critical factorsresponsible for the emergence ofChinese automobiles as the leadingbrands, both in the domestic andinternational market

To discuss the global impact of theincreasing export capability of theChinese automobile manufacturers

To understand the changing dynamicsof consumer psychographics in China.

Industry AutoReference No. INA0055KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

China; Auto Industry; Cherry; First autoworks; GM; Toyota; Volkswagen.

Mittal's New Move: CapacityExpansion or Vertical IntegrationIn October 2005, Mittal Steel, the worldslargest steel company, made a bid forKryvorizhStal Steel, the largest steelcompany of Ukraine. In the era, whenconsolidation and acquisition werecommon practices in the industry, MittalSteels new move would help it toconsolidate its presence more aggressively.The acquisition was a key acquisition forMittal Steel in Central Europe, as itprovided the company with a large sizelow cost platform in a core and fast growingmarket. It also helped Mittal Steel toexercise control on the large iron orereserves of the Ukrainian Steel major,which it planned to use in its expansionprogramme. In the steel industry, due toraw material shortage, the ownership ofmines and long-term alliances with the rawmaterial suppliers became a critical successfactor for any company. The case studyoffers a scope for discussing the rationaleof the acquisition in the recent globaltrends, the value chain of the industry andhow Mittal Steel plans to leverage it.Students can also discuss how Mittal Steelcan leverage the acquisition bystrengthening its position in Central andEastern Europe and areas close to China.


To discuss the trends, patterns of globalsteel industry and consolidation as amajor strategy in fragmented steelindustry globally

To discuss acquisition of KryvorizhStalSteel, the largest steel company of

Ukraine by Mittal Steel, potentialsynergies and problems associated withthe acquisition

To discuss how acquisition as a growthstrategy help companies to consolidatein fragmented steel industry

To discuss the concept of forwardintegration and backward integrationin steel industry

To discuss how alliance with raw materialsuppliers and ownership of mines helpsteel companies to have better controlover the value chain of the industry

To discuss value chain of the steelindustry and steel making process.

Industry SteelReference No. INA0054KYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

Keywords

Mittal Steel; CVRD; Riotinto;Kryvorizhstal; Backward Integration.

L.N. Mittal: ConsolidatingPresence Globally

Lakshmi Niwas Mittal (popularly knownas LNM), also called the Carnegie ofSteel, built his steel empire by aggressivelyacquiring poorly performing steel plantsat low prices in 14 countries across theglobe, like Trinidad and Tobago,Kazakhstan, Romania, Germany, Poland,Canada and America, and turning them intomoney-making ventures. He is consideredto be industry visionary, spotting trendsmuch before his contemporaries andinvesting accordingly. In October 2004,Mittal acquired International Steel Groupof the US for $4.5 billion and became thelargest steel producer in the world,surpassing the world leader, Arcelor. Thecase study offers scope for discussion aboutthe acquisition strategy, adopted by Mittaland how it helped him to become themarket leader. It also provides informationregarding the current and future levels ofconsolidation in the global steel industries,consolidation as a major strategy in thesteel industry, steel industry value chainand the risks that companies like MittalSteel, would encounter.


To understand the trends, dynamics ofglobal steel industry

To understand how consolidation act asgrowth strategy in global steel industry

To understand how consolidationtransform the globally fragmented steelindustry into a consolidated one

To understand how to makeconsolidation successful one, problemsassociated with successful making of aconsolidation

Acquisition as a key growth driver inglobal steel industry.

Industry SteelReference No. INA0053KYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

Keywords

Mittal steel; consolidation; value chain;global steel industry.

Auto Component Industry: ANew Perspective

According to a report by McKinsey andACMA in 2004 Indian auto componentindustry was worth around $5 billion(Rs.25,000 crore) and was growing at therate of 18% yearly. But industry expertsfelt that in auto component exports, Indiawas far behind other developing countries.Indian companies did not have the scale ofproduction to beat global companies. TheIndian auto component industry was highlyfragmented as most of the auto makersbelonged to Tier IV and Tier III category.High fragmentation, low investments inR&D, low capability in high-end designing,manufacturing and development hinderedIndian auto parts maker to move up thevalue chain. Global OEMs and Tier 1suppliers were relocating their plants andset up R&D centers from US/Europe toIndia due to its low cost and skilledmanpower. But the majority of Indian autocomponent firms belong to the lower tierof Industry value chain. Tier Imanufacturers enjoyed advantages overTier II and Tier III suppliers in gettingorders with the help of their designing,manufacturing and development skills.Since Tier I suppliers got the order directlyfrom auto makers it helped them torecover the investments quickly andenjoyed better profit margins. Indianmanufacturers, mostly belong to Tier IIIand Tier IV category, lacked in high enddesigning, manufacturing and developmentskills. The case deals about how Indian autocomponents industry which is in the un-organised sector, could exploit itsstrengths, nullify its weaknesses and becamethe preferred sourcing partner of globalOEMs ,by moving up the value chain ofthe industry.


To discuss in details about global andIndian auto component industry, trendsand patterns of the industry

To discuss the value chain of the autocomponent industry

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To discuss how small players from anindustry can move up the value chainand became the key growth driver ofthe industry

To discuss how joint venture, technicalalliance, designing, development andmanagement skills help small companiesto move up the value chain

To understand the structure of theindustry.

Industry Auto Component IndustryReference No. INA0052KYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

Keywords

OEM; Delphi Corp; Reverse Engineering;Tier 1; Backward Integration.

Automobile Industry in Russia:The Growth Potential and the

Competitive PressuresIn 1991, the Soviet Union dissolved intodifferent countries and the major countryto emerge was Russia. As Russia started toliberalise, its economic policies changedand it gradually moved towards a market-driven economy. Incomes of Russianconsumers are rising and they aredemanding more choices. Amid thismakeover, the Russian automobileindustry, which of late was dominated bythe state-owned players, is now witnessinga change. Automobile manufacturersaround the globe are keen to set upmanufacturing facilities in Russia-to servethe Russian market, and also export todifferent countries. Global players such asToyota, Nissan, Renault, and Volkswagenplan to set up massive manufacturingfacilities in Russia. So, as competitionincreases, Russian carmakers face numerouschallenges to capture the market. State-owned companies like AvtoVaz have togear up to withstand competition fromforeign carmakers.


To discuss the evolution of theautomobile industry - with special focuson cars

To discuss the political and economictrends since the formation of theRussian federation

To understand the Russian automobileindustry and its growth potential

To discuss the challenges andcompetitive pressures in the Russian carindustry.

Industry AutomobileReference No. INA0051Year of Pub. 2006

Teaching Note AvailableStruc.Assign. Available

Keywords

Manufacturing industry; Avtovaz; Russianeconomy; Russian Political changes;Automobile industry; Volkswagen; Russianautomobiles; Russian Consumer market;Car industry; Economic crisis;Liberlisation; Globalisation; Automobilemanufacturing

The Viacom Split: Is it the RightSolution?

Viacom, the media conglomerate, has hada history of splitting into two units andremerging as one entity. In 1999 theybecame one, but in 2005, the Viacom Boarddecided to again divide the company. Thesplit was structured in such a way that theexisting company (Viacom) changed itsname to CBS Corporation, while the newViacom was a freshly founded spin-offcompany. The new CBS Corporation wasactually the same company (Viacom) thatwas founded in 1986. The 1986 Viacom,in turn, was the successor to a previouscompany also known as Viacom andfounded in 1971.

Industry watchers wondered about theadvantages of the split. Founder SumnerRedstone had justified it statingemphatically that the days of the bigconglomerates were over. The future wouldbe interesting to see. Would the twocompanies evolve and grow into individualbehemoths? Or would they again cometogether and become a single entity?

The case traces the history of Viacom from1971 when the television syndicationdivision of CBS Films was renamedVIACOM, from Video and AudioCommunications. It highlights theacquisitions made over the years to expandoperations and increase revenues, the entryof Sumner Redstone in 1986 when NationalAmusements bought over andreincorporated Viacom, the merger withCBS Corporation in 1999, and theseparation into two companies again inJanuary, 2006.

The case also discusses investorsapprehensions, the observations ofanalysts and industry watchers, the viewsof the Redstone family, the process ofconsolidation and growth, and the futureof the two companies.


To study and analyse why the Viacomgroup merged and split over the yearsespecially from 1970 onwards

To enumerate and understand the prosand cons of division and re-merger, and

the likely future progress of the twocompanies.

Industry MediaReference No. INA0050CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

VIACOM; CBS Corporation; Split; Spin-off; Division; Stock price; Investors; Debt-burden; Strategy; Sumner Redstone; MTV;Networks; Paramount; Digital;Distribution; Consolidation; Growth.

Will the Three Pointed StarRegain its Lost Sheen

Mercedes was dodged by quality problemsthat eventually dented the brands premiumimage and eroded its profits. The caseprofiles Mercedes glorious past and detailsthe reasons that led to the brands lostsheen. It further outlines the new makeover initiatives at Mercedes under theleadership of a new chief, Dieter Zetschewho had a proven turnaround track record.The case provides scope for discussion onstrategies for retaining the premium imageof a brand.


Helps the students to understand theconcept of Branding

Traces the turnaround strategies ofMercedes.

Industry AutomobileReference No. INA0049CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Mercedes-Benz; DaimlerChrysler; DieterZetsche; Jurgen Schrempp; Mitsubishi;Eckhard Cordes; CORE; J.D. Power andAssociates; Revamp.

US Automotive Supply Industry:The Chinese Threat

The US automotive supply industry, morethan a century-old, produced vitalcomponents for the auto industry andemployed nearly three times as manypeople as the auto industry itself. It wasthe backbone of the US auto sector andpossessed a much larger machine-toolcapacity. Over the years, the US autosupply industry went through tough times.A number of reasons were attributed to this.The industry was forced to cut prices bythe US auto makers who were their mainclients and being bound by contracts, theauto suppliers were forced to comply. There

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was also a rise in raw materials, especiallysteel. The main players were also chargedfor accounting manipulations and they hadto spend considerable resources to rectifythe frauds. All this quickened thebankruptcy of a number of leading autosuppliers in the US.

In this background, there was a steadyincrease in the quantum of Chinese importsand they posed a threat to the US autoindustry. The Chinese had a low wageadvantage but did not possess thetechnological edge. Although industryexperts said that the Chinese threat wasexaggerated, if the US auto suppliers didnot gear-up to meet competition, it wasfeared that they would face almost thesame ills that the US auto sector was facingin the face of competition from Japaneseand Korean auto makers.

The case allows for discussion on the futureof the US auto supply industry in the faceof competition from China. It also allowsfor discussion on the strategies that theChinese should adopt to become a leadingforce in the global auto parts market.


To discuss the future of the US autosupply industry in the face ofcompetition from China

To discuss strategies that the Chineseshould adopt to become a leading forcein the global auto parts market.

Industry Auto Supply IndustryReference No. INA0048CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Auto parts supply industry; Auto partsmanufacturers; OEM suppliers; Big Three;Price cuts; Raw material costs; Accountingmanipulations; Hedge fund operators;Chinese auto suppliers; Delphi; low-costof labour; replacement market; R&D;Transplant automakers; bankruptcy.

Alibaba.com Will it win Chinassearch Engine Market?

Established in 1999, Alibaba.com hadbecome the biggest online business-to-business (B2B) player in China. Its forayinto other ecommerce activities like onlineauctions and online payments were alsohighly successful although they were incompetition with world leaders like eBay.In October 2005, Alibaba and Yahoo! Chinasigned a deal under which Alibaba wouldmarket the Yahoo! China brand in China.By this deal, Alibaba sought to establishitself in the search engine market andfurther consolidate its position in theecommerce scene in China. The search

engine market in China was dominated bya number of local and international players.

The case provides scope for discussion onwhether Alibaba would emerge a winner inChinas search engine market. It alsoprovides scope to discuss if it could sustainits success or if its growth was only due tothe inherent advantages of an emergingmarket.


To discuss strategies of a B2B company

To discuss whether Alibaba would emergea winner in Chinas search engine market.

Industry B2BReference No. INA0047CYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Alibaba; B2B; Chinese Internet market;Search market; Yahoo! China; ecommerce;Baidu; Google; Jack Ma; value addition;subscription; revenue model;entrepreneurship.

US AUTO INDUSTRY: HEADINGTOWARDS A DEAD END?

The Big Three automakers GeneralMotors, Ford and Chrysler(DaimlerChrysler AG) of the United States(US) dominated the US domestic automarket accounting for more than 70% ofauto sales in 1998. However their marketshare took a nosedive in 2004, when theyaccounted for only 58.6% of sales withthe Japanese automakers overtakingthem.Declining market share and highinventories forced the Big Three to reduceassemblies in North America by 9% duringthe first half of 2005. They were alsoaffected by an unfavorable operatingenvironment caused by the continuousprice war and some serious costcompetitive issues like increasing legacycosts and frequent disputes with the UAW.

Under these circumstances, it was top beseen if the US auto industry was headingtowards a dead end, or if it had a chance ofa turnaround?


Issues faced by the US Auto Industry

Challenges faced by the industry inentering new markets and new productcategories.

Industry Auto IndustryReference No. INA0046CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

US Automobile Industry; General Motors(GM); Ford; DaimlerChrysler; Toyota;Hyundai; Japanese automobiles/cars;Korean automobiles/cars; UAW; legacycosts; The Big Three Automobile industry;Chinese cars; labour costs; bankruptcy.

Retailing in China: The ForeignFactor

China had become the economic power-house of the 21st century. The retail tradewas another high growth area which sawthe entry of many foreign consumer goodsmanufacturers into the Chinese market.Chinas retail market growth was firstamong the 12 leading countries in Asia. In1978, the Chinese Government initiatedthe process of liberalisation which soonopened the door to globalisation in thecountry. The modern retail trade did notemerge until the middle of the 1990s whenChina made the transition from a plannedeconomic system to a market driven one.Since 2002, after Chinas entry into theWorld Trade Organisation, manygovernmental restrictions on the retailtrade were diluted or removed givingmultinational retailers unprecedentedfreedom to establish wholly owned foreignenterprises (WOFEs) rather than operatethrough joint ventures. By 2006, at least35 of the global top 50 retailers wereoperating in China. In 2005, total retailsales in China touched the US$755 billionmark. The high population density in thecountry had lured global retailers to set upshop and compete with a growing band oflocal operators. These retailers catered toan expanding middle-class of consumersexpected to grow from 42 million in 2005to 200 million by 2015. Over 1,000 newretailers had received approval, of whichmore than half were foreign investors. By2006, there were over 1,000 foreignretailers in China compared to just 314two years earlier. The case looks at theretail background in China and discusses:(1) the performance of retailers; (2) pricingand consumer behaviour; (3) the need formergers and acquisitions which helpedretailers expand their networks andincrease bargaining power with suppliers;(4) the importance of proactive strategiesto penetrate virgin markets especially inthe rural areas; and (5) the significance ofvalue-for-money retailing.


To understand the fragmented retail tradein China and the effect of the entry ofinternational players into the Chinesemarket

Help students appreciate the buyingpower of a growing middle-class ofconsumers on the Chinese economy andthe need for local retailers to analyse

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and learn from the strategies of theforeign entrants

Study the need for focused marketingefforts by foreign companies topenetrate the rural sector.

Industry RetailAvailable at www.ibscdc.orgwww.ecch.comReference No. INA0045C 206-058-1Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

China; Retail trade; Consumer; WorldTrade Organization (WTO); Supermarketchains; Value-for-money; Globalisation;Wholly owned foreign enterprise (WOFE);Mergers and acquisitions (M&A); Retailsales; Households; Chain stores; Brand;Economic growth.

Boeing and Airbus: The AsianChallenge

Asia had always been a large, potentialmarket for the two giants in the aviationindustry, the American BoeingCorporation and the European AirbusIndustries. The opening out of the thirdworld to foreign investment with theadvent of globalisation saw competitionintensify between Boeing and Airbus to leadthe Asian market. Dominating this marketwas imperative for both the major playersin order to achieve the top rank in theaviation sector. In their bid to become theleading aircraft manufacturer in the world,both companies had introduced newproducts on a global scale, Airbus the A380Double-decker and Boeing the 787Dreamliner.

The case traces the background of Boeingand Airbus, some of the models flown anddiscusses the scope for penetration andconsolidation in the Asia-Pacific regionwith special reference to the markets inChina, Japan, India and Singapore.

Pedagogical Objective

The need to cover and service emergingmarkets in order to attain the numberone rank in the aviation industry.

Industry Aircraft IndustryReference No. INA0044CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Boeing; Airbus Industries; 787 Dreamliner;A380; Market leadership; Asia-Pacific;Airlines; Air India; Management strategy;Singapore Airlines; Air China; JapanAirlines; Business rivalry; Marketing;Strategies.

The Maturity in the Indian WineIndustry

Established in the mid-1980s, the Indianwine industry with a growth rate of 30%has been showing immense potential forgrowth. With some Indian brands winningawards at international wine competitions,Indian wines were increasingly beingappreciated in the global market. However,despite the encouraging growth rate andthe assiduous efforts being made by thelocal players and the government, can theindustry live up to the promise ofbecoming a global entity?

The case traces the growth of the Indianwine industry, the various challenges facedby the nascent industry, the big players inthe market and the efforts made by themto increase sales in both the domestic andglobal market.


The case outlines the growth of theIndian wine industry

The case discusses the challenges facedby the Indian wine industry

It also discusses the efforts made by themto increase sales.

Industry Food and Beverages IndustryReference No. INA0043PYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Viticulture; potential for growth;international wine markets; exports;imports; Old World world wine producingcountries; New world world wineproducing countries; major wine growingregions in India; other players; big players;marketing; promotional strategies; majorhurdles; future prospects.

Indian Passenger Car Industry Heading Where?

The Indian passenger car industry hasshown unprecedented growth after thedeclaration of the new automobile policyby the Indian government in 1993. Theindustry has attracted most major globalplayers to India and as a result the markethas become fiercely competitive. Thereare about forty models with more than one-fifty variants of vehicles from thirteenmanufacturers. The passenger car marketis also undergoing structural changes onthe demand and supply side. Carmanufacturers are gearing up for capacityexpansion, building a strong vendor baseand revamping supply chains to face thefuture. In 2004-05, three of the thirteenmanufacturers namely, Maruti Udyog,Hyundai and Tata Motors have

commanded over 80% of the market share.The case discusses the developments andstrategies of the three major players till2005. It also discusses the future scenarioof these players in light of severalperspectives.


The case discusses the developments andstrategies of the three major players,Maruti Udyog, Hyundai and Tata Motorstill 2005

It also discusses the future scenario ofthese players under several perspectives.

Industry AutomobilesReference No. INA0042PYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Car segments; Pricing; Positioning; Marketshare; Vendor rationalisation; Cost;Competition; Consolidation;Fragmentation; Auto policy; Industrystructure; Product portfolio; Strategy; Scaleof operations.

Internationalization ofManagement Education in ChinaThe emergence of Chinas new managerialclass had positive and negative implicationsfor US companies. On one side, Chinasmassive market of 1.3 billion peopleseemed lucrative enough to be penetrated.It was presumed that the graduates of thenations new MBA programmes wouldsupply a steady stream of local talent withbetter in-depth knowledge of China,compared to their Western managers. Onthe other side, local companies empoweredwith western management ideas could putforward tougher deterrents for themultinational companies. Chinesecompanies could be in possession of themanagement know-how needed to go headto head with global giants. The concept ofefficiency, productivity, profitability, andgrowth held vast potential to flare upChinas already blistering economy, raiseliving standards, and transform the nationfrom a low-cost manufacturing center to amake-or-break battleground for the globaleconomy.

So the Chinese B-school expansion had itspositives and negatives for the US andEurope. Had the west thought of this? Werethey too fast in creating Chinesecompetitors? The concept of MBA in USwas almost 100 years old so, they weremuch more experienced and competent inMBA education. But, in 15 years, Chinahad progressed in leaps n bounds as far asmanagement education was concerned. Inthe years to come, it would be interesting

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to observe whether China would besuccessful in creating world-class MBAprogrammes to challenge the strong holdsof the Kelloggs, Whartons, and Harvardsof the world. It seemed a long way to go,but it also seemed important for the top-ranked US. B-schools to take a note of thenew Chinese scenario.


To understand the implications ofemergence of Chinese managementschools on US companies.

Industry EducationReference No. INA0041BYear of Pub. 2006Teaching Note AvailableStruc.Assig. Not Available

keywords

Chinese B-Schools; Chinese MBA; US-China educational tie-ups; Symbioticrelationship; CEIBS; Tsinghua University;Executive MBA (EMBA); InternationalMBA (IMBA); Management Education.

Corporatisation of the Indian FilmIndustry

The case attempts to explore the effortsof the industry and the government tocorporatise the Indian film industry. TheIndian film industry in 2005 was the largestproducer of films in the world, but its globalshare of revenues accounted to just 1%. Itwas granted industry status in 2000 andsince then corporatisation had begun inthe form of banks lending against filmprojects, film insurance, and emergence ofmultiplexes. The industry was no doubt setfor growth, but was facing hurdles in theform of high entertainment tax, financing,piracy, poor distribution and lack oftraining schools. The government hadinitiated efforts to curb piracy, encourageco-production treaties with other countriesand reduce entertainment tax. In spite ofall this, industry insiders shrugged offcorporatisation as a fad and suggested thatthe industry will continue to work the wayit used to be.


To understand the structure and thebusiness model of the Indian film industry

To study the changes aftercorporatisation in the business model

To analyse whether corporatisation canincrease the revenues of the industry.

Industry Entertainment/FilmReference No. INA0040BYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Film Industry; Indian Film; Bollywood;Industry status; film insurance; filmfinance; corporatisation; Entertainmenttax; Piracy; Film Exhibition; Filmdistribution; multiplexes.

Independence Air:Transformation from RegionalCarrier to a Low Cost Carrier

For 14 years, Independence Air hadoperated as a regional carrier, under thename of Atlantic Coast Airlines (ACA).However, in June 2004, ACA was re-launched as a Low-Cost Carrier (LCC),Independence Air under its CEO andchairman Kerry Skeen (Skeen). The casediscusses the steps taken by themanagement to transform the regionalcarrier to a LCC focusing on theoperational, marketing and brandingaspects. The case also focuses on thecompetitive landscape in the US airlineindustry.


The challenges that the airline mightface transforming from a regional to alow cost carrier

The feasibility of the model being usedby Independence Air of using bothsmaller Regional Jets and larger Airbusto operate a low cost airline

The strategy being employed by theairline to stimulate traffic in the regionaland major cities

The competitive challenges it mightface from the low-cost and legacycarriers.

Industry AirlinesReference No. INA0039BYear of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Independence Air; Atlantic Coast Airlines;Kerry Skeen; Hub; Regional Airline; Low-Cost Carrier; United Airlines; US Airways;Low-Cost Business Model; ICLUBS; IJETS;FLYI; Regional Jets; Transformation.

The Road from Mumbai to PuneIn April 2004, the Mumbai-PuneExpressway, Indias first infrastructureproject built to global standards, was soldto a private party, along with the Mumbai-Pune section of NH4, the only otherexisting link between two commercial hubsof India, Mumbai and Pune. The sales dealgives the private party the right to tolland maintain both the highways for 15

years. This deal adds one more controversyto a project already marred by numerouscontroversies over vital issues


To understand the issues relating topublic-private partnerships ininfrastructure projects.

Industry InfrastructureReference No. INA0038BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Infrastructure; BOT(Build/Own/Transfer);Highway; Expressway; Contract; PublicPrivate Partnership (PPP); Traffic; Road;Finance; Tolls; MSRDC.

Audis Intended AccelerationIn late 1986, Audi AG was accused by apopular television show for a flaw in theAudi 5000 sedan that caused the vehicle toaccelerate instead of braking, therebycausing fatal accidents. The allegation wasfollowed by a sharp decline in the sales ofAudi cars in America and the company wasnearly wiped out from the market.Although subsequent investigations provedthat it was drivers error that caused theaccidents rather than vehicularmalfunction, the damage had been inflictedon the company. Faced with the dauntingtask of rebuilding the companys image andre-capture lost market shares, Audi took anumber of steps that revived its sales. Bythe end of 2004, Audi re-emerged as astrong player in the US luxury car market.


To examine the steps taken by thecompany to revive its brand image.

Industry Automobile manufacturingReference No. INA0037BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Audi AG; Audi of America; World of Audi;New World of Audi; UnintendedAcceleration; Sudden Acceleration; 60Minutes; NHTSA; Audi 5000; Audi A6; USluxury car market; Luxury carmanufacturers; Quattro; SUV; TrendsetterProgramme.

Diesel Dilemma in the USIn 2004, diesel vehicles accounted for only2% of the US auto market. In the US, dieselengines carried a bad image of being a dirtyfuel. Though diesel engines offered better

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mileage they emitted more smog formingnitrogen oxides than gasoline engine whichcaused serious health problems. In order tobring back diesel in the US, severalinitiatives were taken by the federalgovernment and the OEMs. In this regard,several regulations and standards werepassed to reduce the diesel emission and toimprove the quality of the diesel sold inthe US. The case discusses about thedifference between gasoline and dieselengines and reasons for the failure of dieselvehicles in the US. The case furtherhighlights on the potential of diesel in theUS market. The case also discusses aboutclean diesel and its acceptance in the USmarket.


The importance of global warming andits impact on the automobile industry

The state of the automobile industry inthe US market with specific referenceto diesel vehicles

The initiatives taken by the OriginalEquipment Manufacturers (OEMs) inorder to bring back diesel in the USmarket

Discuss the various regulation passed bythe federal government to offer cleandiesel

Will diesel be able to shed its dirty imagein the US market?

Industry AutomobileReference No. INA0036BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Diesel Engine; Global Warming; GasolineEngine; Original Equipment Manufacturers;Emission; Clean Diesel; Federal Regulationsand Standards; Ford; GM; DaimlerChrysler;Miles per gallon; US car industry; Fuelefficiency; Miles traveled.

POSCO in 2004 The WorldsMost Profitable Steel Maker

The case is set in the year 2004 and talksabout POSCO, the South Korean steelmaker that was the leading steel companyin terms of profitability. The case startswith the evolution of the world steelindustry, the major technology shift (BasicOxygen Method to Electric Arc Furnace(EAF) Method) that changed the industryeconomics, and talks briefly about theevolving demand-supply conditions. By2004, steel industry was considered oldeconomy and steel was commoditised. Theincreasing competition from mini-mills(companies using the EAF technology toproduce steel) left some of the major steel

producers operations unprofitable. As aresult steel producers were resorting tovarious strategies, including consolidation,to sustain in the industry. The case describeshow POSCO sustained and grew in suchconditions, achieved its position ofleadership and the strategies it adopted onits way. Specifically, the case talks aboutPOSCOs product-market choices,technology initiatives, joint ventures, andits organisational structure. The case alsobriefly touches upon the challenges facedby POSCO in sustaining its position.


Discuss POSCOs advantages anddisadvantages based on key successfactors in steel industry in 2004

Analyse POSCOs position vis--vis theother players in the industry

Discuss if POSCOs strategies arereplicable by other players in the industry

Discuss the strategies for sustaining andimproving POSCOs position in theindustry

Building competitive advantage in acommoditised industry such as steel.

Industry SteelReference No. INA0035BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Steel Industry; Mini-mills; Steel marketingtechnology; Finex technology;Technology innovations; Mass production;Location; advantage; Joint ventures andstrategic partnerships; value addedproducts; Centralised management; Steelconsumers; Steel production; Raw materialsources of steel; Iron ore; Scrap steel.

The Chinese Luxury GoodsIndustry in 2005

The case highlights the tremendous growthpotential for the luxury goods market inChina. The case also focuses on the luxuryindustry in 2005 and the top 3 players.The booming economy in China coupledwith increasing disposable incomes of theChinese is making China a market thatcannot be missed out by the luxury goodsplayers. But the luxury players have toface the problem of counterfeiting whichhas reached to the extent of contributingto Chinas GDP and supporting localeconomies. The luxury goods firms are ina dilemma, whether to enter the Chinesemarket and face the problem ofcounterfeiting or play safe by staying awayfrom China and let go the opportunity ofa strong potential market which is all setto be the No.1 in the near future


To analyse whether the luxury industryshould enter China

To analyse whether the presence ofcounterfeiting is a threat to the luxurygoods industry.

Industry Luxury GoodsReference No. INA0034BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Luxury Goods; China; Counterfeiting;Fake; Pirated; Country of Origin; LuxuryRetailing; Market Potential; Tourism andLuxury Industry; Local Partnerships;Brand Image; LVMH. Gucci; Richmont;Yuan.

Future of Hybrid Cars in the USIn the recent years in the US, the prices ofgasoline were increasing at an alarming rateand had reached a record high level of $2per gallon in 2004 and the demand forgasoline was projected to average around20.9 million barrels per day by the end of2005. This created a lot of pressure onthe consumers in general, and theautomobile manufacturers in particular, toreduce the dependence on foreign oil. Themanufacturers were forced to produce fuelefficient cars and advanced diesel andhybrid technology was considered as analternative. The case discusses theanatomy of the hybrid cars and the issuesfor the success of the hybrid cars in theUS. The case further highlights thechallenges faced by hybrid cars in the US,for acceptance


This case can discuss where the USautomobile industry is heading to. WillHybrids out run the gasoline cars in thefuture?

The increasing oil dependency of US andits impact on its economy

How hybrids can mitigate the growingenvironmental pollution

The challenges and strategies hybrid carmakers have to face and pursue to sellmore hybrids.

Industry Automobile IndustryReference No. INA0033BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

US automobile industry; Hybrid cars in theUS; Hybrid Anatomy; Oil dependance;Global Warming; Fuel Efficiency; Toyota

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Prius; Zero Emission Vehicles; Advanceddiesel; US auto Manufacturers; CAFStandards; US environmental ProtectionAgency; Emission Levels; Ford; HondaInsight; DaimlerChrysler.

Gucci in 2005: On theComeback Trail

The Italian company, Gucci was a smallluxury leather goods store when started, in1921. But in 2005, it has grown into amulti-brand conglomerate with a colorfulpast and a bright future to look forward to.Gucci is the third-largest luxury goodscompany in the world after Louis VuittonMoet Hennesy (LVMH) of France and theSwiss group Richemont.

Owing to an economic slump and a seriesof other global events, Gucci along withother luxury goods companies saw a badrun in recent years. But since 2004, whenRobert Polet has taken over as the CEO ofthe group, things have started looking upfor the group. Polet has drawn up ambitiousplans for the expansion of the company.Experts wondered whether the companywill be able to bounce back as envisaged byPolet. Or are his plans too ambitious?


To discuss about the luxury goodsindustry

To understand about the Chinese leathermarket

To discuss about Guccis performanceunder different leaders.

Industry Luxury Goods SectorReference No. INA0032BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Luxury goods industry; Gucci; LVMH;Richmont; Robert Polet; Mark Lee;Guccio Gucci; PPR; SARS; Fashionaccessories; Luxury goods in Asia; Luxurygoods in Asia; Luxury Goods in Europe;Slump in sales; Cosmetics; Jewelry.

The US Radio IndustryThis case study takes a look at thetechnological changes that have happenedin the US Radio Industry over the lastcentury. It explains various phases ofdevelopment in radio technology startingfrom the traditional AM/FM terrestrialradio to digital technologies like SatelliteRadio, Internet radios and High Definition(HD) Radios. All these technologies hadcertain advantages as well as limitationsassociated with them. The case endeavours

to raise a debate on which technology wouldcome to dominate the US Radio Industryin the near future.


To discuss about the terrestrial andsatellite radio

To discuss about the developments inthe US radio industry.

Industry Radio BroadcastingReference No. INA0031BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

US Radio Industry; Terrestrial Radio;Satelite Radio; Sirius Satelite Radio;Internet Radio Technology; Satelite RadioTechnology; HD Radio Technology; Futureof US Radio industry; Sirius vs XM; Hertz.National Association of Broadcasters;Federal Communications Commission;AM/FM radio.

Globalization of the Indian FilmIndustry: Reel or Real?

The Indian film industry is one of thelargest industries in the world. Over theyears it has witnessed considerableimprovement in the art of film-making,distribution and exhibition as a result ofglobalisation and recent technologicalinnovations. Such changes have led to theindustry getting noticed by people in thewest, especially Hollywood. This raisesissues on the future of the industry in theinternational circuit and the challenges thatare to be confronted to make it a reality.


To discuss about the trends in the Indianfilm industry

To understand how globalisation hasinfluenced a creative industry

To understand how the growth inBollywood is challenging Hollywood

To understand the growth of Indiasentertainment industry in the worldmarket.

Industry FilmR

Documents

Case Studies in Strategy(Catalogue III)