Entrepreneurship Case Studies Catalogue

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Moser Baer, the Indian OpticalMedia Giant’s Techno-

marketing Strategies: Would theFMCG Way Pay Off?

This case study enables an interestingdiscussion on how a technology company,whose business model was different from aFMCG company, started following theoperating model of FMCG companies inits marketing strategies.

Moser Baer, the first global Indiancompany, transformed itself into a multi-technology firm by adopting relateddiversification strategy. It entered thehome entertainment sector throughforward integration with its corecompetency in manufacturing CDs/DVDs.It adopted the FMCG model in marketingits products after foraying into the movievideo segment. However, the big questionis to what extent will the model adoptedby Moser Baer in marketing pay off?

Pedagogical Objectives:

• To analyse Moser Baer's earlier businessmodel in order to understand theorganisational focus and organisationalcapabilities

• To explore and debate on the relationshipbetween the core competency of anorganisation and its diversification(related) strategies

• To debate on whether Moser Baer'sdiversification strategies would pay offgiven the impending challenges inmarketing and distribution.

Industry Computer HardwareReference ENT0036Year of Pub. 2009Teaching AvailableStruc.Assign. Available

Keywords

Sales and distribution, Marketing strategies,Retailing, Core competency,Organisational capabilities, Low-cost,HUL, Related diversification, FMCGmodel, Moser Baer, Optical media storage,Home entertainment, Original EquipmentManufacturer, Home Video, Piracy

Mahindra & Mahindra (B): AnEmerging Global Giant?

This case study is a sequel to Mahindra &Mahindra (A): Transformation of anIndian Family Business into a GloballyCompetitive Firm. This case studyillustrates how companies from emergingmarkets like Mahindra & Mahindra(M&M) from India are competing globallyby leveraging on their core competencies.Global companies, for a long time, camefrom developed countries. However, thescenario at present is changing as

companies from emerging markets aretaking advantage of the resources of theirhome countries like low-cost labour, R&Dcapabilities, and a large pool of talentedindividuals. M&M has also capitalised onthese resources and built globallycompetitive products in the automotivesegment. The company exports its tractorsto the US, China, Sri Lanka and Bangladesh.It is planning to export the company’sflagship product, 'Scorpio', to the US andEurope as well. The company’s futureplans include entering into a variety ofsegments in the automotive segment usingits R&D capabilities. Emerging-marketcompanies like M&M, however, sufferfrom a few challenges like institutionalvoids, constant changes in consumerbehaviour and lack of brand recognition,that test their ability to compete withglobal giants. Moreover, the low-cost modelalone cannot always formulate a winningstrategy. Will M&M be able to addressthese challenges and make a mark in theglobal automotive segment? Does it makesense for an emerging-market companylike M&M to expand its product portfolioconsidering the challenges it is facing? WillM&M be able to manage its strategies fornew products and new marketssimultaneously?


• To analyse how 'emerging-market'companies are going global using uniquestrategies, leveraging on their acquiredcapabilities

• To examine whether M&M would besuccessful in selling its SUV – Scorpio –in the land of SUVs, US

• To explore various alternatives forM&M to build its brand globally.

Industry Automobile IndustryReference ENT0035Year of Pub. 2009Teaching AvailableStruc.Assign. Available

Keywords

Going Global, Emerging Markets, EmergingGiants, Low Cost Countries, BuildingBrands, SUVs, Mahindra & Mahindra,International Expansion, Anand Mahindra,India Firms, India Inc

Mahindra & Mahindra (A):Transformation of an Indian

Family Business into a GloballyCompetitive Firm

This case was written to illustrate the roleof leadership in transforming an ageingfamily business into a formidable modernbusiness player and is suitable for courseson managing family business and strategy.Anand G. Mahindra (Mahindra), vice

chairman and managing director ofMahindra & Mahindra Ltd. (M&M) iscredited for turning around his inheritedfamily business into a highly focused,professionalised multinational firmoperating in diversified business segments.He has transformed M&M from a farmequipment manufacturer into a UtilityVehicle (UV) manufacturer. By 2008,M&M was the market leader in the UVsegment of India. Mahindra's strategiesresulted in the creation of 'Scorpio' –M&M's Sports Utility Vehicle (SUV), whichhas been the company's claim to fame inthe national and international arena. M&Mis now venturing into all the segments ofthe automotive industry. However, it isdebatable if Mahindra's strategies will beeffective in sustaining a diverse productportfolio amidst increasing competition inIndia and abroad. While leadershipcontributed to the success of many familybusinesses, there were many others, whichfaded with time. Will M&M be able tocontinue its success streak?


• To study the dynamics of familybusinesses in India and to analyse thereasons behind the stagnation of manyof them

• To analyse the evolution of M&M andits transformation under the leadershipof Anand G. Mahindra, from a farmequipment manufacturer into a UVmanufacturer and a competitive multi-business player

• To explore and identify the new areasof growth for M&M.

Industry Automobile IndustryReference ENT0034Year of Pub. 2009Teaching AvailableStruc.Assign. Available

Keywords

Family Business, Family Businesses, IndianFamily Businesses, Mahindra & Mahindra,Anand Mahindra, SUVs, Scorpio,Leadership, Transformation, Turnaround,Keshub Mahindra, Mahindra Tractors

Vijay Mallya, the Indian BusinessBaron: A ‘Bon Vivant’

Entrepreneur?Indian business baron Vijay Mallya(Mallya), multibillionaire, Chairman of theConglomerate- United Breweries Holdings(UB) is often referred to as the 'Bransonof Bangalore'. Like Branson (the maverickentrepreneur behind the 'Virgin' Group),Mallya is known for his myriad interests,his flashy flamboyant style of leadershipand his unorthodox style of management.Mallya's entrepreneurial style; his trade

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acquisitions, etc., reveals sharp businessacumen. Mallya currently (2007) reignsover a diverse portfolio of businesses -alcoholic beverages, life sciences, aviation,agriculture, chemicals, and informationtechnology. The incredible prices paid forhis prime acquisitions are also debated. Dothey reflect business insight orimpulsiveness? Considering how Mallyabuilt up the UB Empire it is pertinent toassess the long-term vision that drives themaverick entrepreneur.


• To comprehend the concepts ofleadership

• To analyse various leadership styles

• To probe into Personality traits of asuccessful entrepreneur

• To analyse whether Personality traitsaffect the business decisions of anentrepreneur.

Industry Business ConglomerateReference ENT0033CYear of Pub. 2008Teaching AvailableStruc.Assign. Available

Keywords

Vijay Mallya; Flamboyant style; Kingfisher;UB group; Liquor baron; Airlines;Mcdowells; Entrepreneurship Case Study;White & Mackay; Leadership; Beermarket; Brand Extension; Entrepreneur;Personality traits; Alcoholic beverages

Technology and BusinessIncubation in India-Challenges

and OpportunitiesUniversity of California, San Francisco(UCSF), in its 130-year-old history, hadtraditionally served as a regional medicalinstitution for training competent doctorsto serve western USA. For years UCSF wasconsidered to be an unlikely place forradical inventions. The scenario startedchanging from 1968 when collaborativeapproach to fundamental research startedattracting some of the brightest scientificminds to UCSF. UCSF gave the world twoof its largest Biotech companies,"Genentech" and " Chiron". By 2003,UCSF became a world leader in biomedicalresearch with an annual budget of $1.9billion besides being the largest employerin SanFrancisco.


• Concepts of TBI and its presence inIndia

• Entrepreneurial challenges in India

• Indian scenario in promoting newentrepreneurs through incubation

• Incubator-incubatee relationship.

Industry Entrepreneurship TrainingReference ENT0032CYear of Pub. 2007Teaching AvailableStruc.Assign. Not Available

Keywords

Entrepreneurship Case Study; Technologyand Business Incubation; BusinessIncubation; Incubator; Incubatee;Entrepreneurship; Entrepreneurship inIndia; Seed Capital; Gestation Period;Incubators in India; InnovationManagement; Venture Capital; Technologytransfer; Business strategies; Spin-offs;Business Plan

The Body Shop (A): AnitaRoddick’s Green Brand?

The Body Shop was the leading ethicalcosmetics retailer in the UK. In 1999, itwas voted the second most trusted brand inthe UK by the Consumers Association. In2004, it was selling ethically manufacturedand sourced cosmetics, through 2000 storesacross 50 countries with annual sales of£700 million.

The Body Shop was founded by AnitaRoddick (Anita) in 1976 with a single shopselling about 15 hand mixed products. Sheopened the first shop in Brighton, Sussex,as a means of supporting herself and herchildren. Anita’s deep passion for humanrights and environmental issues affectedthe way she ran her company and sourcedher products. Soon, over the next threedecades, the Body Shop grew into a globalnetwork selling more than 500 products.Her company introduced the benefits ofnatural ingredients such as jojoba oil, aloevera, rhassoul mud and cocoa butter, whichwere hitherto unheard of in the cosmeticworld.

But in the mid 1990s, the glory of the‘green’ brand faded with accusations aboutthe Body Shop concept being stolen fromthe US, its product claims that it containednatural ingredients and problems with itsfranchises. By 2004, the Body Shop wasfacing declining sales in its home market.The brand was losing its luster in a marketthat was flooded with competitors offeringsimilar products at a much lower cost. Amajority of the Body Shop’s outlets wereowned by franchisees which left thecompany dependent on their performance.

Pedagogical Objectives

• To discuss Anita Roddick’sentrepreneurial efforts

• To discuss Anita’s strategy of promotinga brand on an ethical/corporatereputation strategy.

Industry Personal Care ProductsReference ENT0031CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Natural Cosmetics; Ethical Marketing;Corporate Social Responsibility; AnitaRoddick; The Body Shop; Personal careproducts; community trade; ethicalcosmetic retailer; Beauty Care Market;human rights; environmental issues; animaltesting; entrepreneurship; franchises.

Nike’s Knight in Shining ArmourNike, one of the world’s largest sportswearmanufacturers, had very humblebeginnings. But propelled by the vision andenergy of its founder, Philip Knight, thecompany attained iconic status among theglobal youth. With Knight finally retiringfrom the helm of Nike and the new CEO,William Perez, being perceived as an‘outsider’ to the industry, Nike faced a newtwist in its history.

This case highlights the entrepreneurialabilities of Philip Knight and talks of howhe was responsible for creating one of themost well known businesses in the world.It can be used to discuss the potential fateof a company, till now driven by a singleindividual, suddenly handed over to a newleader.

Pedagogical Objective

• To understand the plight of a companydriven by a new leader.

Industry FootwearReference No. ENT0030BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Nike; Phil Knight; Air Jordan; Nike'sgrowth; Knight's leadership; Just do it;William Perez; Reuse-a-shoe; R & D atNike; Nike Marketing; Wirelesscommunication; Mobile messagingsystems; Intellisync; Non-voice mobileservices; SEVEN.

Martha Stewart: The Rise of thePhoenix?

The case is about Martha Stewart, the queenof home improvement in the US. The casehighlights the emergence of Martha Stewartas an entrepreneur and the establishmentof her company in the late 1990s. Thecase also outlines the decline of the ‘MarthaStewart’ brand and the subsequent fall inrevenues of her company, Martha StewartLiving Omnimedia after she was indicted



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in the Imclone stock scandal. After servingthe sentence in 2005, Martha made acomeback with TV shows, a self-authoredbook, and a radio show among severalothers of her comeback plans. But it is feltthat the comeback is not making an effecton the company’s revenues. The case triesto analyze answers for two main issues-Will the elaborate comeback strategy ofMartha Stewart have an effect on thecompany? Can the company reach thepeak it had fallen from?


• To understand the entrepreneurial skills

• To analyze the pros and cons ofassociating products with theentrepreneur

• To study whether the comeback plansof Martha Stewart will translate intoincreasing sales and growth for hercompany

• To analyse whether Martha Stewart’scompany, MSLO will regain its footingin the US market.

Industry Services/PublishingPeriodicals

Reference No. ENT0029BYear of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Martha Stewart; MSLO; Entreprenuer;ImClone Systems;The Apprentice; MarthaStewaart Living Omnimedia; Comeback;ImClone scandal; Insider Decline; HomeImprovwement; Donald Trump;Publishing; Rise.

Laxmi Nivas Mittal: Obscurity toOplulence

In his 16-year rise from obscurity toopulence, Lakshmi Niwas Mittal multipliedhis steel holdings by 138 times. He isknown mostly for his unique collection ofsteel mills in such countries as Trinidadand Tobago, Kazakhstan, and Mexico. Hestarted right from scratch in the year 1989and by 2006, he is the biggest steelmakeron the globe and held a dominant positionin the US, employing 224,000 peoplespanning 49 different nationalities.

Mittal is a business tycoon who virtuallycame from nowhere, only to emerge asthe world’s largest steelmaker. He is world’srichest Indian, and he was not atallembarrassed displaying his wealth. Afteracquiring steel plants all over the world,Laxmi Niwas Mittal seems all set to provehis ‘Theory of Consolidation andSustainability’ in the near future to come


• To study the making of a business tycoon– the strategies adopted by Mittal tobecome the world’s largest steelmaker.

Industry SteelReference No. ENT0028BYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Mittal Steel; producer; Acquisition;Mergers; opulence; Direct Reduced Iron(DR); CONSOLIDATIONS; Karmet Steel;Marwari Ispat Steel; India; Arcelor;London; Laxmi Nivas Mittal;sustainability.

Vikram Akula’s SKS MicrofinancePvt. Ltd.: The Making of aSuccessful Microfinance

InstitutionVikram Akula set up SKS Microfinance Pvt.Ltd. (SKS) in 1998 to provide microfinanceto the poorest sections of the Indian societythat earns a per capita less than INR 6,000($120) per year. Negating the traditionalassumption that microcredit is not a viablebusiness in developing countries, SKS hasbrought in a new microfinancing model inIndia, which is profitable and self-sustaining. By reducing costs throughprevention of wastage at each step of theloan process coupled with innovativetechnologies and an efficient managementsystem, Akula has transformed SKS intoone of the fastest growing microfinanceinstitutions in the world. By attractingcapital from global financial institutionslike Citibank and through its automatedMIS system and its award winningSmartCards Pilot Project, SKS aims to growat 400% per annum in the future.


• To understand the concept ofmicrofinancing and its need in adeveloping economy like India

• To analyse the role of innovativetechnologies in the growth of socialventures

• To debate on the self-sustainability andfuture growth prospects of SKS in India.

Industry Social EnterpriseReference No. ENT0027Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Vikram Akula; Micro Financing;Technology in Micro Financing; SocialEntrepreneurship; SmartCard Project;Microfinance in India; Microfinance

Methodology; IT systems in Microfinance;Microfinance MIS; SocialEntrepreneurship; Grameen Model;Microfinance Models; Micro FinanceInstitutions; Non-GovernmentOrganisations.

Global Hospitals – Where LifeGets a Second Chance

Global Hospitals has carved a niche foritself as a referral hospital in India byoffering specialised services ingastroenterology and organtransplantation. Being a visionary, Dr.Kancherla Ravindranath has further plansto offer super-specialty and paramedicalcourses to doctors and the paramedical staffto fill the current gap of professionallytrained personnel in the medical field. Heis also fanatical about expanding to majormetros and secondary towns of India andeventually foray into Asian countries.However, with minor hitches in operationalaspects that any hospital, in general,encounters and lack of availability of world-class professionals at the paramedical level,Global Hospitals has a long way to go beforemaking its presence felt in other parts ofthe country and abroad. The main subjectsfor analysis and discussions in this caseinclude the vision and entrepreneurship ofDr. Ravindranath, the successful journeyof Global Hospitals, its corporate socialresponsibility activities, employeerelations, business strategy.


• To discuss Global Hospitals’ corporatesocial responsibility activities, employeerelations, business strategy

• To debate on the entrepreneurship styleof Dr. Ravindranath.

Industry Healthcare industryReference No. ENT0026Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Dr Kancherla Ravindranath; Global;Transplantation; Paramedical;Gastroenterology; Hospital; Affordability;Accessibility; Laparoscopic; Multi-organ;Social responsibility; Mission; vision;Hospital services; Infection; Professional.

StreetShine, UK’s SocialEnterprise: Making the Business

to make a DifferenceStreet Shine was founded in early-2004 byNick Grant as a social enterprise to provideemployment to the homeless in London.It has formed an alliance with 23 officesand one hotel in London to provide the





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shoe-shining service. However, as it plansto become a self-sustained business by2007, it is facing certain challenges thatare commonly encountered by socialenterprises, especially if they are in thebusiness of shoe shining, which isconsidered to be demeaning by many.


• To understand the factors that led tothe genesis of social enterprises andsocial entrepreneurship

• To analyse the need for and the impactof social enterprises on society

• To discuss the business model ofStreetShine and debate whether it canbecome a self-sustained enterprise in thenear future.

Industry Not ApplicableReference No. ENT0025Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Nick Grant; Definition of socialentrepreneurship; Social entrepreneurshiplife cycle; Social enterprise; Socialentrepreneurship; Shoe-shining; Non-government organisations; Ashoka Fellows;A glimmer of hope; Mohammed Yunus;Bangladesh Grameen Bank; Bill Drayton.

Bill Drayton’s ‘Ashoka’: TheSocial Entrepreneur’s ‘Social

Enterprise’Transformation in global society took placeafter the Industrial Revolution of UK in1700. The Industrial Revolution divided thesociety into two unequal sectors – businessand social. While the business sector grewat a rapid rate, the other half of the societylagged behind. However, the situation beganto change slowly when from 1980 the socialentrepreneurship concept began to becomepopular. Bill Drayton (Drayton), thefounder of Ashoka, was the person primarilyresponsible for the popularisation of theconcept of social entrepreneurship. Heestablished Ashoka in 1980 to supportindividuals involved in this field of socialentrepreneurship. The enterprise first seeksto find out leading social entrepreneursacross the world, who are then providedfinancial support to assist in their missionto solve social problems. These membersare responsible for bringing major socialchanges in their respective fields.


• To discuss the negligence of social sectorafter the Industrial Revolution

• To discuss the changes that took placein the social sector from the year 1980

• To understand Ashoka’s model of socialdevelopment and Bill Drayton’s effortsto provide a fillip to the social sector

• To debate the sustainability of socialentrepreneurship.

Industry Social EntrepreneurshipReference No. ENT0024Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Social enterprise; Social entrepreneurship;Business sector; Social sector; Ashoka; BillDrayton; Social achievements; AshokaFellows; Social changes; Change maker.

Patrick J. McGovern’sInternational Data Group:Growth Strategies in Asia

With constant focus on identifying newermarkets and opportunities, Patrick J.McGovern (McGovern), the founder ofInternational Data Group (IDG), hastransformed his company as the leadingprovider of research and publication ontechnology and media in the world. One ofthe earliest publishing companies from theUS to foray into Asia, IDG has been thefirst US publisher to enter China in 1980.The growth potential of the Asian markethas placed Asia at the center of IDG's futuregrowth strategies as McGovern estimatesthat China would be the largest contributorto its revenue by 2020. The case, whiledescribing the inception, growth andproducts of IDG, especially in Asiancountries, offers scope to discuss the entryand growth opportunities in emergingeconomies.

Pedagogical Objectives• To understand the entrepreneurial and

leadership strategies of Patrick J.McGovern and how he expanded hisbusiness empire through his businessvision and the knack to spot newmarkets and opportunities

• To analyse the critical success factors inthe global online publishing industry

• To debate the efficacy of IDG’s growthstrategies in Asia, especially in the lightof rampant piracy and poor intellectualproperty track record of China.

Industry Periodicals PublishingReference No. ENT0023Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Patrick J McGovern; International DataGroup (IDG); International Data

Corporation (IDC); Growth strategies inAsia; IDG's product profile; IDG's corporateculture; IDG in China; Computerworld;Growth of International Data Group; IDGin Asia.

Wilbur Ross: The Buyout KingAfter his MBA from Harvard, and as anexecutive at Rothschild Inc. for 25 years,Wilbur Ross has been a financial adviser tocreditors and stockholders of bankruptcompanies like Texaco, Eastern Airlinesand Ling-Temco-Vought (LTV) steel. In1998, Fortune magazine named WilburRoss as the ‘King of Bankruptcy’. In 2000,Ross established his own private equitycompany, WL Ross & Co. By late 2005,Ross was involved in the restructuring of$200 billion worth of defaulted companies’assets across the world.


• To understand the entrepreneurial zealof Wilbur Ross

• To discuss how the English literaturegraduate became one of the best-knownturnaround financiers in the US.

Industry Investment FirmReference No. ENT0022Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Turnaround financiers in the US; RothschildInc; Early life of Wilbur Ross; Wilbur Rossas an entrepreneur; Bankruptcyrestructurings by Wilbur Ross; Sectors inwhich Wilbur Ross operates; InternationalSteel Group; Strategy to turnaroundbankrupt companies.

Pete Kight’s CheckFree:Pioneering Online Bill Payments

in the USSince the 1990s, e-commerce hastransformed tangible money into a pieceof information, which can drive thefinances of the corporate world throughthe click of a mouse. Pete Kight capturedthis opportunity to pioneer a system toprovide Electronic Bill Payment andPresentment (EBPP) services to hiscustomers. He removed the hassles ofwriting cheques, paste envelops andpostage for paying bills by establishingCheckFree in 1981. CheckFree is an onlineservice provider for e-commerce andpayment services, which became the biggestplayer in the industry by 1993. In 2004-2005, CheckFree had annual sales of $757million.





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• To understand the entrepreneurial zealof Pete Kight to establish CheckFree

• To discuss how CheckFree had beeninstrumental in spawning the globalelectronic bill payment and presentmentindustry.

Industry Transaction Processing andSettlement

Reference No. ENT0021Year of Pub. 2006Teaching Note AvailableStruc.Assig. Not Available

keywords

Electronic bill payment and presentment;e-Payments; Mastercard; On-line bankingservices; UIL Holdings Corporation;Aphelion Inc; Fitness software provider;Electronic commerce services; Bank ofAmerica; First electronic bill paymentsystem; 2005 Entrepreneur of the year;Leading EBPP (electronic bill payment andpresentment) firms in US; AttentionDeficit Disorder (ADD).

Berkshire Hathaway Inc.: WarrenBuffet’s Investment Philosophy

Warren Buffet, the world’s most successfulinvestor and the second richest man afterBill Gates, was born on August 30 th 1930at Omaha, Nebraska, USA. Buffet,popularly known as the ‘Oracle of Omaha’had made his first investment in shareswhen he was only eleven years old. In1962, he began purchasing the shares ofBerkshire Hathaway, a textilemanufacturing firm at New Bedford. By1965, he acquired Berkshire by purchasingthe majority of its shares and then declaredhimself as the company’s Director. Hestarted investing and acquiring othercompanies through Berkshire, and soontransformed Berkshire into an investment-making firm. He employed the investmentstrategy of identifying undervaluedcompanies, those having high-growthpotential and a good management, whichcould produce high returns in the long run.He was a value investor and believed thatthe short-term fluctuations of the stockmarket would not affect his investmentdecisions. His investment approach helpedBerkshire to earn substantial stakes inCoca-Cola Co., Wells Fargo Co., andAmerican Express. Most of the Berkshireinvestments were made in the insuranceand retailing sectors.


• To discuss the investment philosophiesof Warren Buffet and debate on hisbusiness philosophies that led Berkshireto outpace the Dow Jones IndustrialAverage for more than 40 years.

Industry Financial ServicesReference No. ENT0020Year of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Warren Buffet; Berkshire Hathaway Inc;Benjamin Graham; Investmentphilosophy; Wall Street; Buffet AssociatesLtd; Buffet Partnerships; Insurancebusiness; GEICO (General EmployeesInsurance Company); Competition;Shares; Stock market; Investmentprinciples.

Philip F. Anschutz: Entrepreneurwith a ‘Contrarian Strategy’

Philip F. Anschutz (Anschutz), one of therichest American businessmen acquiredstakes in more than 100 underperformingbusinesses and successfully restructuredthem into profitable entities. He built oneof the largest theatre chains in the US, theRegal Entertainment Group and alsoflourished in the telecommunicationsbusiness through Qwest. Anschutz’s flairfor betting on underperforming businesseshad earned him the recognition as anentrepreneur with a ‘contrarian strategy’.However, Anschutz faced setbacks whenan accounting scandal forced him to quitfrom the Non-Executive Chairman postin Qwest. Analysts opined that his latestventure into newspaper business was also achallenge considering the strongcompetition from The Washington Post.


• To understand the strategies followed byAnschutz to become one of America’srichest and successful entrepreneurs

• To understand and analyse Anschutz’s‘contrarian strategy’.

Industry Not AvailableReference No. ENT0019Year of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Philip F Anschutz; Contrarian strategy;Entrepreneurship; Oil exploration; Largesttheatre chain in the US; Entry intonewspaper business; Risk taking ability;Turning around loss making businesses;Strategy and general management.

Lakshmi Niwas Mittal –Spearheading Consolidation in

the Global Steel IndustryLakshmi Niwas Mittal, also called the‘Carnegie of Steel’, built his steel empire

by aggressively acquiring poorlyperforming steel plants at low prices inplaces like Trinidad & Tobago, Kazakhstan,Romania, Germany, Poland, Canada andAmerica and turning them around intomoney-spinners. He is considered to be anindustry visionary, spotting trends muchbefore his contemporaries and investingaccordingly. In October 2004, Mittalannounced that LNM would be acquiringInternational Steel Group of the US for$4.5 billion. If regulatory authoritiesapprove, this could make the combinedentity, named Mittal Steel the largestproducer of steel in the world, surpassingthe current world leader, Arcelor.


• To discuss the impact, this proposedacquisition would have on the global steelindustry

• To discuss the current and future levelsof consolidation in global steel and therisks that companies like LNM wouldencounter

• To discuss the ‘demand from China’factor which is further drivingconsolidations in the steel sector.

Industry SteelReference No. ENT0018Year of Pub. 2005Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Lakshmi Niwas Mittal; LNM Holdings;Mittal Steel; International steel group;Global steel industry; Consolidation in thesteel industry; China's demand for steel;Direct reduced iron; LNM's acquisitionstrategy; Wilbur Ross Jr; Raw materialprices in the steel industry.

Bloomberg’s Growth: TheMichael Bloomberg Factor

In the early 1980s, after being fired fromSalomon Brothers Inc., Michael RubensBloomberg invested his $10 millionpartnership pay-out to start his owncompany, Bloomberg LP. By the late1990s, Bloomberg had emerged as a strongplayer in the market data industry andbegan to make dents in the market shareof its competitors like Reuters, Bridge andDow Jones. The success of Bloomberg wasattributed to the innovative strategies ofMichael Bloomberg. But, in November2001, when Michael Bloomberg leftBloomberg to become New York CityMayor, there were doubts regarding thefuture prospects of the company.


• To discuss the initiatives taken byMichael Bloomberg in order to





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transform his company from an upstartinto a media and financial-data giant

• To discuss whether the departure ofMichael Bloomberg who played aninstrumental role in the company’sgrowth, would hamper its prospects.

Industry Information Collection andDelivery

Reference No. ENT0017Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Bloomberg; Michael Bloomberg; SalomonBrothers; Merrill Lynch; Reuters;Terminals; Bloomberg Professional service;Bloomberg news; Bloomberg business radio;Bloomberg television; Bloombergmagazine; Thomson Financial; New YorkCity Mayor; Matthew Winkler; JonathanFram.

Aravind Eye Hospitals: A Case inSocial Entrepreneurship

Aravind eye hospitals, (a $11 millionventure) based in Madurai, India, is one ofthe largest eye hospitals in the world, andin terms of scale, the single largest providerof eye surgeries. Started as an 11-bedhospital by Dr. G. Venkataswamy, theAravind conglomerate now consists ofhospitals, an intraocular lens manufacturingunit and community development andresearch institutes. Though two-thirds ofthe surgeries are performed free of charge,Aravind is financially self-sufficient. A highlevel of efficiency in all its activities isseen as one of the secrets behind Aravind'ssuccess.


• To discuss how firms, especially indeveloping countries, with a low capitalbase can sustain themselves throughstreamlined operations and a focusedapproach towards growth

• To discuss ‘Aravind as a role model forbusinesses’ that serve the ‘bottom of thepyramid’, as pointed by Professor C KPrahalad.

Industry Health CareReference No. ENT0016Year of Pub. 2004Teaching Note AvailableStruc.Assig. Not Available

keywords

Aravind eye hospitals; Dr GovindappaVenkataswamy; Efficient in operations;Curable blindness; Cataract; Bottom of thepyramid; Developing countries; Intraocularlens; Aurolab; Community development;Eye camps.

Philip Green: UK’s Retail BaronPhilip Green (Green) became the fastestbillionaire in the corporate history of theUK and earned the reputation as one ofthe most successful businessmen in thecountry. Nicknamed as ‘canon thebarbarian’ for his ruthless negotiation skills,Green made his fortune by transformingthe fortunes of two ailing clothing chains– British Home Stores and Arcadia Group.In a short career of 20 years, Green builtBritain's largest privately-owned retailgroup and accumulated adequate debt freeassets that put him among the top businessleaders in the UK.


• To discuss the management style ofPhilip Green and how he managed toturnaround the fortunes of the retailcompanies he acquired

• To discuss the role of private ownershipin Green's turnaround efforts.

Industry RetailingReference No. ENT0015Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Philip Green; Retailing; British HomeStores and Bhs; Arcadia; Marks & Spencer;Private ownership versus public ownership;Storehouse Group; UK clothing industry.

Thor Industries: EntrepreneurshipInitiatives at Recreational

Vehicle LeaderThor Industries, the world’s biggestrecreational vehicle manufacturer, hasbecome the market leader by acquiringcompanies, allowing them to operateindependently and giving them autonomyto compete with each other. The managersof the acquired companies operate likeentrepreneurs and are rewarded with apercentage of the division’s pre-tax profitswith no higher limit set as to what theycan be paid.


• To discuss how the company managedthe constituent units, offering themautonomy, encouraging competition andhow it became a market leader.

Industry Recreational Vehicle IndustryReference No. ENT0014Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Intrapreneurship; Recreational vehicleindustry; Towable recreational vehicles;

Managerial autonomy; Thor Industries;Compensation system.

Social Entrepreneurship: Servingthe ‘Niche’ Business

Earning by serving the neglected sectionsof the society is the bottom line of SocialEntrepreneurship. Unlike traditionalphilanthropists and social workers, whoaddress social problems and endeavour touplift the conditions of the downtroddenof the society, social entrepreneurs try toaddress social problems at their roots.Instead of giving a hand holding to thevictims of various social systems, theystrive to change the system itself.


• To understand the evolution of SocialEntrepreneurship, its operating modeland how it is going to change the face ofsocial philanthropy.

Industry Not ApplicableReference No. ENT0013Year of Pub. 2004Teaching Note AvailableStruc.Assig. Available

keywords

NGOs (Non Government Organisations);Venture philanthropy; Double bottom-line;Social entrepreneurs; Ashoka Fellows; SkollFoundation; Shri Mahila Griha UdyogLijjat Papad; Mohammed Yunus andBangladesh Grameen Bank; Martin Fischerand ApproTech; Iqbal Qadir andGrameenPhone in Bangladesh; Ben &Jerry's Ice Cream; Social entrepreneurship;Jeff Skoll; Bill Drayton.

Li Ka-Shing: The New ‘Old’Entrepreneur

Li Ka-Shing, the Hong Kong businesstycoon is the richest Asian in 2004 andowns two of the major Hong Kong businesshouses (hongs), Hutchison Whampoa andCheung Kong (Holdings). His conservativeaccounting, sense of timing and ability torecruit talented people, are considered tobe the assets that made him the 19 thrichest man in world in the Forbes 2004list with a net worth of $12.4 billion. Hispolitical connections, large size of hisbusiness and his philanthropy wereconsidered as the basis for his success.


• To discuss the entrepreneur’s life andhis deal making abilities and how hisquick decision making helps him makegood deals and quickly move away fromnon-lucrative ones

• To discuss Li Ka-Shing's achievementsand his attitudes and beliefs that moulded






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him as a successful and world-renownedentrepreneur.


keywords

Entrepreneurship; Li Ka-Shing; Superman‘Li’; Guanxi; Political connections; Quickdecision making; Perfect timing; Learningfrom mistakes; Leadership; Conservativeaccounting; Management style;Hutchinson Whampoa; Hiring talentedpeople; Social responsibility; Businesstycoon.

Donald J. Trump: Promoter NonPareil

Donald Trump, known as the 'ultimatehome builder' is one of the most recognisedreal estate developers of America. Hisproperties are known to command apremium of 15% to 50% over prices ofother comparable real estate. Analystsclaim that Trump’s name is his biggest asset.Trump is known for his relentless self-promotion, and his publicity vehiclesinclude appearances in sitcoms, televisioncommercials, best sellers written by himand about him, and extensive presscoverage. He co-produced and hosted TheApprentice, a television reality show thatwas very successful, benefiting both NBCand Trump.


• To discuss the making of the Trumpbrand

• To discuss the management style ofDonald Trump

• To discuss Trump’s penchant for self-promotion and its impact on his businessdeals

• To discuss whether Trump’s self-promotion can help turn around hislong-suffering casino business and itspoor performance on Wall Street.

Industry Not ApplicableReference No. ENT0011Year of Pub. 2004Teaching Note AvailableStruc.Assig. Available

keywords

Donald Trump; The Apprentice; Self-promotion; Trump Hotel and CasinoResorts; The art of the deal; The art of thecomeback; How to get rich; Trump brand;NBC; Bill Rancic; Negotiation.

Biocon: The Indian Biotech StarBiocon India has been the brainchild ofKiran Mazumdar Shaw who transformed itfrom a small entity to the largest biopharmacompany in India. Started from a garage inBangalore in 1978 with just INR 10,000,Biocon grew to become the flag bearer ofthe Indian biotech industry with revenuesof INR 2,574 million in 2003.


• To discuss how cutting edge innovationcoupled with a focused approach canenable new economy companies to reachgreat heights.

Industry BiopharmaceuticalsReference No. ENT0010Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Bio-pharma companies in India; KiranMazumdar Shaw; Koji fermentationtechnology; India’s contract research firms;Active pharmaceutical ingredients;Recombinant DNA technology; CAP(College of American Pathologists)accreditation; Biotech industry in India;Biocon India; Industrial enzymes;Phytopharmaceutical business in India;Syngene International Limited; ClinigeneInternational Limited.

Carlos Slim: A Telecom Tycoonin the Making

Forbes voted Carlos Slim as the 17th richestman in the world in 2004. Born to aLebanese immigrant in 1940, Slim alwayshad the ability to acquire businesses withunhealthy finances and turn them aroundas profitable companies. He founded GrupoCarso, Carso Global Telecom andFinanciero Inbursa and by 2004, he hadamassed a personal fortune of $14 billion.


• To discuss how Carlos Slim is givingshape to his dream of becoming theundisputed telecom king of LatinAmerica.


keywords

Carlos Slim; Grupo Carso; Carso GlobalTelecom; Financiero Inbursa; Telmex;International Monetary Fund (IMF);AT&T; MCI; Sprint; IBM; ProdigyIncorporated; Microsoft Corporation;Tequilla crisis; CompUSA; Telefonica.

Matrix Laboratories: Road toSuccess

With the merger of Vorin and Medicorpon April 1 st 2003, Matrix emerged as oneof India's leading bulk drug players. In 2003,the company registered a scorching growthrate of 1,575%, which was the highest forany Indian company. The company's stockprice also grew at an exceptional rate andwas one of the hottest stocks on themarket. Matrix's 50% revenues came froma single drug called citalopram. Evenwithout a significant presence in the world'sbiggest and largest pharmaceutical market,America, the company performedexceptionally well.


• To discuss the path of Matrix from asmall company to a formidable playerin the Indian pharmaceutical industryand significant bulk active player in theinternational market

• To discuss whether Matrix would sustainthe growth rate with its entry into theUS market or would change the strategyand enter the formulation businessdomestically and internationally andthereby move up the value chain.

Industry PharmaceuticalReference No. ENT0008Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Matrix Laboratories Limited; Indianpharmaceutical industry; Lundbeck; UnitedStates Food and Drug Administration;Citalopram; cipramil; Contractmanufacturing; contract research; Bulkdrug industry; United kingdom MedicinesControl Agency; Pharma value chain;American pharmaceutical industry; Non-infringing process patent; Generic drugmanufacturers; Business strategy;Biotechnology industry; RanbaxyLaboratories; Dr Reddy's Laboratories.

Wilbur L. Ross – The King ofRestructurings in the Kingdom of

Vulture FundsTraditional security analysis and portfoliomanagement literature proposes that theolder you are the less risky yourinvestments should be. But, Wilbur Ross acontrarian not only seemed to assumemore risk as he aged but also produced betterresults. As a vulture fund advisor atRothschild, he was involved in spectacularbankruptcies and turnarounds. At the ageof 66 when his peers looked to retire, hestarted his own hedge fund and producedfantastic returns. At a time when the steelindustry of US looked past its prime, he






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took up the challenge of reviving theindustry. Though people called him 'manof steel’ or ‘king of bankruptcy’, he saidhe did what he was supposed to do. Amongthe hedge fund managers he used the lessfollowed strategy of bringing companiesback from bankruptcy. Not just the steelindustry but also the future of textile andtelecom seemed to be in the hands of thisvulture fund manager.


• To understand how Wilbur Ross producedfantastic returns by his revival strategies

• To discuss his strategies as a vulture fundmanager.

Industry Investment FirmReference No. ENT0007Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Wilbur Ross; Hedge fund; Vulture fund;Bankruptcy; Security analysis andportfolio management; Turnaround;Rothschild Inc; WLR Recovery Fund;Chapter 7; Chapter 11; International SteelGroup; Burlington Industries; Nano TexLLC; 360NetWorks; Securities andExchange Commission.

Sim Wong Hoo – The NimbleEntrepreneur

Today, Sim Wong Hoo and CreativeTechnology Ltd. are household namesthroughout Asia. Sim is a shining exampleof what an individual from humblebeginnings can achieve by dint of hard work,true grit, courage, and creativity.


• To discuss the success story of Sim WongHoo and his company, CreativeTechnology.

Industry Electronics and ComputerHardware

Reference No. ENT0006Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Sim Wong Hoo; Nimble entrepreneur;Creative technology; Creative labs; SoundBlaster; Juke box; Microsoft; Dell;Entrepreneurship; Technopreneurship21;MP3; Aztech systems; Prodikeys; LocalSales Offices (LSOs); OEM; originalequipment manufacturer.

Robert E. Rubin: ExecutiveEntrepreneur

Throughout his career, Robert E. Rubin(Rubin) had efficiently worked for thedevelopment of the US economy and thebetterment of the lives of his countrymen.Born in New York in 1938, Rubincompleted his schooling from a publicschool in Miami Beach and went on tograduate with distinction with a Bachelorof Arts (major in Economics) from HarvardCollege (Harvard University) in 1960.After doing one year of graduate work(1960-61) from the London School ofEconomics, Rubin completed his LLB fromthe Yale Law School, US in 1964. Afterworking for twenty-six years in GoldmanSachs (1966-1992), Rubin joined theClinton administration as the TreasurySecretary. As the Treasury Secretary of theUS from 1993 to 1999, Rubin created afederal surplus of $70 billion from a deficitof $290 billion that he had inherited andwas also instrumental in bailing out Mexico,Malaysia, Indonesia and South Koreaduring their financial crises. In 1999, Rubinjoined the Citigroup as the chairman ofthe executive committee. Rubin had alwaysbeen controlled, quiet, reserved andrational in his work. Rubin had alwaysenhanced his image as an executiveentrepreneur throughout his business andgovernment career.


• To understand Robert E. Rubin’sstrategies and his probabilistic and carefulanalysis of various options before takinga decision.

Industry Financial Advisory ServicesReference No. ENT0005Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Robert E Rubin; Executive entrepreneur;‘In an Uncertain World’; US TreasurySecretary; Goldman Sachs; Mexican crisis;Asian currency crisis; Citigroup; USeconomic plan of 1993; Federal deficit ofthe US; Crisis in South Korea; NationalEconomic Council of the US; Inflationindex bonds; Inland Revenue Service (IRS)of the US; Rationale for decision making.

Dean Kamen’s TechnologicalEntrepreneurship

As an inventor and entrepreneur, DeanKamen’s life brims with scientificachievements. His portfolio of patentsranges from helicopter designs to heatingand cooling machines. In early 2003, hecame out with the ‘Segway HumanTransporter’ (Segway HT) which had itsorigins in one of his previous innovations

– the ‘iBot’, a six wheeled mobility devicewith balancing mechanism for the disabled.In 2003, he came out with the low cost,low power, water purifier (nicknamed‘Slingshot’), designed specifically forsolving drinking water problems in theThird World countries.


• To discuss how Dean Kamen, right fromhis young age, has always usedtechnology to come out with innovativeproducts for the benefit of society.


keywords

Dean Kamen; iBot; Segway; Water purifier;Slingshot For Inspiration and Recognitionof Science and Technology (FIRST);Science Enrichment Encounters (SEE);DEKA; Home Choice Peritoneal DialysisMachine; Failures of Dean Kamen; Collegedays of Dean Kamen; School days of DeanKamen; Annual robotics competition; AutoSyringe Incorporated; Stirling engine.

Peter GeorgiopoulosPeter Georgiopoulos, son of a maritimelawyer, created one of the most successfulshipping companies of the world. Afinancial maverick, Georgiopoulos used hisbusiness acumen and art of deal-making toacquire sShip Holdings (Genmar). But hecouldn't get any contracts immediately, ashe was not an established player. He neededa track record, so he negotiated withUniversal Tankships, then a highlyregarded firm, into managing his first ship.He then poached some of Universal’s keyexecutives and began acquiring a large fleetof ships. By 2003, Genmar became aleading provider of international sea bornecrude oil transporter. It owned and operatedthe second largest fleet of mid-sized tankersof the world.


• To discuss the initiatives taken by Peterto transform his small company to aleading provider of international seaborne crude oil transfer.

Industry Transportation ServicesReference No. ENT0003Year of Pub. 2004Teaching Note Not AvailableStruc.Assig. Not Available

keywords

Peter Georgiopoulos; General MaritimeCorporation; Maritime EquityManagement Company; Transportation





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services; Shipping industry; Commodoreaward; Oil tanker industry; Mergers andacquisitions; Ultra and very large crudecarriers; Private equity and hedge funds;Shipping industry entrepreneurs; TeekayShipping; Connecticut Market Association;Liquid listed equity; Genmar’s IPO.

Arthur D. LevinsonGenentech was the first biotechnologycompany in the world. Arthur D. Levinsonwas one of the first few scientists who joinedGenentech on its inception in 1976. Heserved the company during all the threestages of its evolution. After taking chargeas the CEO, he changed the strategicdirection of the company. Analysts hailedhis steps and even the big pharmacompanies followed his strategies later. Hewon a number of awards not only forhimself but also for the company.


• To discuss how Levinson played aneffective leadership role to change thestrategic direction of the company

• To discuss how Levinson became rolemodel for other big pharma companies.


keywords

Genentech; Biotechnology industry;Arthur D Levinson; Avastin; Blockbuster;5x5 goals; Targeted therapy;Pharmaceutical industry; Food and DrugAdministration; Scientific leadership;Herceptin; Mergers and alliances; Researchand development; Patent; University ofCalifornia San Francisco.

UCSF – How Industry-academialInterface Made it a Benchmark

for Biomedical InnovationUniversity of California, San Francisco(UCSF), in its 130-year-old history, hadtraditionally served as a regional medicalinstitution for training competent doctorsto serve western USA. For years UCSF wasconsidered to be an unlikely place forradical inventions. The scenario startedchanging from 1968 when collaborativeapproach to fundamental research startedattracting some of the brightest scientificminds to UCSF. UCSF gave the world twoof its largest Biotech companies,“Genentech” and “Chiron”. By 2003,UCSF became a world leader in biomedicalresearch with an annual budget of $1.9billion besides being the largest employerin SanFrancisco.


• To discuss how an ordinary medicalinstitution transformed itself into aresearch powerhouse to become theworld's biomedical innovation hub.

Industry EducationReference No. ENT0001Year of Pub. 2003Teaching Note Not AvailableStruc. Assign. Not Available

Keywords:

Industry-Academia rapport; UCSFfundamental research; UCSF-industryinteraction; Business spin-offs from UCSF;Grants to UCSF; Genentech and Chiron;History of biotechnology; Inventions atUCSF; UCSF-industry collaborations andrapport; Funding of UCSF; UCSF thebiotech hub; Collaborative research atUCSF; UCSF and California's economy;University of California; San Francisco;UCSF.



Documents

Entrepreneurship Case Studies Catalogue