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IKEA to open three stores in Mumbai, recruit 1,000 people
Source: Business Line, November 26, 2019
Home furnishing retailer IKEA plans to open three stores in Mumbai. This would include a flagship store in Navi Mumbai as well as two smaller outlets. It is also looking at recruiting 1,000 people, mainly for the Navi Mumbai store, which is set to open within a year. IKEA India’s larger stores will be spread over an area of more than 45,000 sq m, while the small-format ones will span an area of over 6,500 sq m.
Our Case
IKEA has its presence in 44 countries around the globe – in countries like the US, the UK, Russia, the Euro region, Japan, China, Australia, etc. However, it did not enter the Indian market till 2013, though the company had its presence in the country since the 1980s as a sourcing destination for its global stores. After years of lobbying, and negotiating with and convincing the Indian politicos and bureaucrats, on May 2, 2013, IKEA's €1.5 billion investment proposal to set up its stores in India was finally accepted by the local government. To know about issues related to IKEA's market entry strategy and expansion in India, read our case:
“Business Model and Competitive Strategy of IKEA in India”
Royal Enfield will return to double digit growth: CEO
Source: Livemint, November 17, 2019
Record retail sales in October have given Royal Enfield’s new CEO Vinod Dasari the confidence to ‘call’ the trough in the current cycle, and he expects sales volumes of the popular Bullet bikes to accelerate from here – possibly in double digits. The October turnaround came after sales declined in double digits this year. Dasari said the brand would get back to double-digit growth led by sustained product action and increasing reach, both locally and internationally.
Our Case
Royal Enfield motorcycle brand was introduced in the Indian market during the mid-nineteenth century. It was highly preferred by rural customers and the government departments like the police and the armed forces. During the late nineties, sales of the brand declined due to a number of factors like poor quality, lack of a proper sales and service network, and weakening of the brand image. In order to turn around the fortunes of Royal Enfield, the management began taking a number of marketing initiatives in the early 2000s. To know more, read our case:
“Royal Enfield: Revival of a Cult Brand”
Patanjali Ayurved posts INR3,562 crore revenue for April-September
Source: Moneycontrol.com, November 19, 2019
Baba Ramdev-led Patanjali Ayurved said it has achieved a revenue of INR3,562 crore in April-September 2019-20, the highest ever in the first half of any financial year. The Haridwar-based firm has reported a revenue of INR1,793 crore in April-June and INR1,769 crore in July-September in the ongoing fiscal. The company had reported a revenue of INR937 crore and INR1,576 crore in June quarter and September quarter of 2018-19, respectively.
Our Case
Patanjali Ayurved priced its products cheaper than its competitors by sourcing raw materials directly from farmers. It wanted to quickly expand its business across the country and reach more customers through establishing exclusive retail outlets, consolidating its online presence, and entering into tie-ups with retail chains. However, some analysts were skeptical about the company’s growth prospects. To know about Patanjali’s growth strategies to face stiff competition in the market, read our cases:
“Patanjali Ayurved: Will the Growth Momentum Sustain?”
“Patanjali Products: Disruptive Force in the Indian FMCG Market”
Aramco declares $1.71 trillion valuation in blockbuster IPO
Source: Livemint, November 17, 2019
Saudi Arabia put a value of up to $1.71 trillion on energy giant Aramco in what could be the world's biggest IPO, but missed Crown Prince Mohammed bin Salman's initial target of $2 trillion. Aramco said it would sell 1.5% of the company in a blockbuster initial public offering worth at least $24 billion. The much-delayed offering is scaled down from original plans, but it still rivals the world's biggest listing so far -- the $25 billion float of Chinese retail giant Alibaba in 2014.
Our Case
The crown prince of Saudi Arabia, Prince Salman, had stunned the world when he declared in early 2016 that Aramco’s worth would be around $2 trillion. A widening fiscal deficit and depleting foreign reserves indicated that it was no longer viable to depend on oil exports to run the nation. There was a need to diversify and the impetus to do so would come from the proceeds of the IPO. But the IPO which would decide the fate of 33 million Saudis would come with its own set of challenges. To know more, read our cases:
“SAUDI ARAMCO”
“Saudi Vision 2030: A Kingdom’s Blueprint for Economic Diversification – Will the Reforms Succeed?”
 
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Venmo: A Mobile Payment
Restructuring Unilever
Tujia.com: Leader in China`s
Monzo Bank: A Digita
Tata Motors’s Jaguar
MakeMyTrip’s Marketing
Logo Redesign
Gillette`s `We Believe
Coca-Cola`s Shift to a
Can Tencent Holdings Rebound
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Comparative Ratio Analysis
Modeling Sovereign
Hero Motor Corporation
Mukesh Ambani and Reliance Industries
The Rise and Fall
Dr. Reddy`s Laboratories
Rana Kapoor�s Responsible Leadership
Babban Gona`s Agri-Franchising
Maruti’s Digital Initiatives
Apple`s Homekit
Aadhaar Data Leaks
Algorithms to Style People
Baidu`s Big Data Strategy-Impacting
Sterlite Copper Plant
Ashley Madison Hacking
Facebook Cambridge
Eliminating Modern
Building a Sustainable Company:
IKEA`s Challenges in Russia
Should Coca-Cola Enter
Tesco Exits Turkey
ChemChina-Syngenta
Petrobras Scandal: Brazil`s

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