Case, Simulation & Pedagogy

The ISB has constantly endeavoured to facilitate teaching excellence and upgrade pedagogy by bringing real-world knowledge into the classroom. One of the important ways it achieves this is through the development of business cases and simulations that enrich understanding of real-life management challenges at every level. In this pursuit, we have partnered with the Richard Ivey School of Business, University of Western Ontario (Ivey), Canada to develop and promote high-quality case studies specific to India and the emerging markets with the support of ISB faculty as well as faculty from other leading B-schools worldwide.

CasesKuriyan, Vikram; Ved, Unnati; Shah, Geetika. "Azim Premji Trust: The Endowment Model in An Emerging Market", 2018Centre for Learning and Management PracticeRead Description >Close >Discipline: Finance
Industry: Asset management
Length: 27p
Subjects covered: Asset management; Investment management; Philanthropies; Portfolio management; Trusts
Publication Date: December 28, 2017
 
Description: 
The Azim Premji Trust, among the largest philanthropic trusts in India, had its origins in 2001, when Azim Premji transferred Wipro shares worth US$ 125 million to the trust. As of March 31, 2017, the trust had a corpus fund of US$ 9 billion. The trust's goal was to support Premji's philanthropic pursuits through two organizations -- the Azim Premji Foundation and Azim Premji Philanthropic Initiatives. Both beneficiaries had distinct, ambitious philanthropic objectives that required large, ongoing funding. The trust's Chief Endowment Officer, K. R. Lakshminarayana, had been given the responsibility of planning the future of one of India's first endowments. The endowment was tasked with maximizing total return over a long horizon. Therefore, the trust had deliberately been created as a taxable entity to allow it the freedom to make large investments in equities and alternatives. The case describes the challenges Lakshminarayana, widely known as Lan, faced in arriving at a strategic asset allocation model in an emerging market with limited investment talent and investment firms and constraints on the trust's ability to invest outside India.

Learning objective:
  1. Identify and describe an exhaustive list of investment philosophies and investment opportunities available to the Azim Premji Trust.
  2. Identify and describe any changes in the ways through which the Azim Premji Trust invests as institutions and investment opportunities improve in India.


CasesNupur Pavan, Bang; Ramachandran, Kavil. "The Unfinished Agenda: Dr. Reddy's Laboratories Ltd", Harvard Business Publishing, 2018Thomas Schmidheiny Centre for Family EnterpriseRead Description >Close >Discipline: Entrepreneurship
Industry: Pharmaceuticals
Length: 16p
Subjects covered: Corporate governance; Entrepreneurship; Family businesses; Family-owned businesses; Generational issues; Leadership; Leadership & Managing people; Stewardship; Succession issues
Publication Date: December 5, 2017
 
Description: 
Dr. K. Anji Reddy founded Dr. Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company had grown to become one of the largest pharmaceutical companies in India. The company professionalized early on, and over the years, the family members defined and refined their roles for the efficient running of the company. Dr. Reddy passed away on March 15, 2013. His son-in-law, G. V. Prasad, had been with DRL for more than 25 years by then. Prasad acknowledged that a lot needed to be done to fulfill Dr. Reddy's dreams. He had been contemplating his own future role in the company and the need for a smooth succession. But who would succeed him? What would be the qualities of the person who would succeed Prasad, a passionate member of the founding family of DRL? Would a non-family CEO be a suitable replacement?

Learning objective:
The case takes the audience through the journey of an entrepreneur-driven company that transforms itself into a professionally run multinational company and the involvement of the next generation of the family members in the business. A few specific teaching objectives are to understand how family-controlled entrepreneurial ventures are transformed into professionally managed, well-governed organizations and understand the challenges of building the foundations of a lasting organization.

Cases. "Clubb International: Revisiting the Marketing Strategy", 2018Centre for Learning and Management PracticeRead Description >Close >Discipline: Marketing,  Entrepreneurship
Industry: Retail Trade
Length: 15p
Subjects covered: marketing strategy, product innovation, family business
Publication Date: February 05, 2018
 
Description: 
Clubb International Private Limited (Clubb) was a 26-year-old travel goods and accessories firm based in Kolkata, India. The owner believed in a complete ownership model. The firm had come a long way since its beginning and now had close to 200 product offerings. In March 2017, the owner’s son (the second-generation director of Clubb) felt it was time to scale up the business and acquire a leadership position in the market. Clubb had at its core a legacy of innovation, quality, and a bootstrapping philosophy, but it might not be conducive to the new strategic vision. For the road ahead, the company needed a professional and streamlined product and retail strategy. Could the desired scale of operations be achieved with the complete ownership model and mantra of no advertising?

Learning objective:
The case can be taught as part of a foundation course in marketing in a postgraduate management program or used to illustrate strategy formulation in a second-year strategic marketing course. Discussion of the case gives students the opportunity to do the following:
  1. Understand how an entrepreneur translates his vision into his firm's business philosophy.
  2. Understand how macro environmental factors and a competitive landscape determine the context that strongly affects a company's business strategy.
  3. Comprehend how a firm's overall strategy is translated into its marketing strategy.
  4. Carry out a financial analysis to evaluate the company's business performance.
  5. Work toward conceptualizing a marketing plan for achieving the firm's future goals.
     


CasesPiyush Kumar; Sonia Mehrotra; Geetika Shah. "Be Well Hospitals - Branding A Mid-Tier Service in A Two-Tier Market", 2018Centre for Learning and Management PracticeRead Description >Close >Discipline: Service Management
Industry: Hospitals
Length: 14p
Subjects covered: Brand positioning; Branding; Marketing; Service management
Publication Date: July 11, 2017
 
Description: 
Be Well Hospitals - a multi-specialty secondary healthcare chain of hospitals is set up in the suburbs, industrial towns and district headquarters of the South Indian state of Tamil Nadu. The hospital chain co-founded by Dr. C.J.Vetrievel in 2011, fulfills the need of quality healthcare services in secondary healthcare market segment. They provide access to high-quality primary and secondary healthcare services at affordable price to the semi-urban and rural population through their chain of multi-specialty hospitals. In the four and half years, since its founding, Be Well has set up eight hospitals with a combined capacity of more than 280 beds and has treated close to 500,000 patients. The case describes Be Well's operations and the marketing initiatives it deployed to increase the adoption of its service concept in a two -tiered market. it provides information about the content of Be Well's past advertising communications and the media choices it made to build its brand. The management is grappling with the dilemma of brand building and educating potential customers about the high quality of care available at Be Well in a format that had a smaller footprint than its big city rivals. A complicating factor is creating a three-tier market with the limited resources in a setting where the customers are used to a two-tier service structure. They face a resource allocation challenge with regard to the mix of media-based and non-media based communication platforms. The management needs to decided on the choice of service attributes or dimensions around which the Be Well brand to be built and whether to focus on local branding of each hospital or develop a unified and common brand across all its facilities in the state.

Learning objective:
Understanding consumer's decision process to choose between private versus public healthcare institutions and among primary, secondary and tertiary institutions; Challenge of building a pioneering brand by a private enterprise in the secondary healthcare category;Choosing the appropriate marketing mix and operational instruments to be build the category and position the brand; Challenges of sustaining a pioneering brand over the long run in the face of the competition from tertiary care centers.

CasesRamachandran, Kavil.,Bhatnagar, Navneet. "Aurobindo Pharma Gearing Up for the Future", SAGE PUBLISHING, 2018Thomas Schmidheiny Centre for Family Enterprise
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