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Vol 1, Issue 03, Aug 2019
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Leadership & Entrepreneurship
OYO began in 2012 as Oravel Stays and Private Ltd. (Oravel). In 2013, it rebranded into OYO Hotels and Rooms. OYO aggressively expanded in domestic and international markets. Its strategy was to enhance customer satisfaction with the help of technology. The company continues is aggressive global expansion and aims to become the largest hotel chain in the world.
OYO – From a Startup to a Global Hotel Chain
Iluméxico took various initiatives to provide solar energy systems in areas of rural Mexico where people were not connected to the electric grid. The company adapted its business practices to reach the underprivileged sections of rural Mexico. It implemented different marketing and community development strategies and had tie-ups with various technology companies in solar energy. How can Iluméxico sustain its presence in Mexico and achieve its aim of ensuring that all Mexicans have access to lighting?
Iluméxico: Fighting Energy Poverty in Mexico
SunCulture, a Kenya-based start-up which offers a solar-powered based irrigation kit to improve the productivity of the smallholder farmers, evolved in a short period of time to become a leading technology solution provider to the smallholder farmers. The case study covers the challenges specific to various functions of management and entrepreneurship faced by SunCulture in its entrepreneurial journey so far and the impact it had on the small hold farmer while stressing on the need for continuous innovation, the importance of working with technology partners, and the challenges of raising financing from impact investors.
SunCulture: Bringing Smart Technology to Smallholder Farmers
The case study describes ITC’s growth under the leadership of Deveshwar, who started his career in 1968 at ITC after getting a degree in engineering. He joined ITC as a management pupil in 1968 and was promoted later to different roles – Management by Objective (MBO) advisor in 1972, Factory Manager of ITC’s printing and packaging division in 1974, and subsequently General Manager in 1978, Director-in-charge of ITC’s hotel division in 1984, Vice-Chairman in 1994, and eventually, Chairman in 1996. The case elaborates on Deveshwar’s strategies to circumvent the challenges at ITC and lead its foray into FMCG (2000), Technology (2000), Agri Business (2000), and Food and Packaged Food segment (2001) along with expanding its existing businesses (Cigarettes, Hotels, and Paperboard and Packaging).
Y C Deveshwar and ITC Limited
 
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