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1 – 10 of 21Nancy Jyani and Harbhajan Bansal
The case will help to understand the concept of online marketplaces and the working of their business model through third party selling. The case highlights how third party…
Abstract
Learning outcomes
The case will help to understand the concept of online marketplaces and the working of their business model through third party selling. The case highlights how third party selling opens door to online counterfeiting. The case well presents the need of integrity and ethics in business. It showcases how Alibaba took responsibility, designed various initiatives to curb the problem and emerged as a global face for anti-counterfeiting actions.
Case overview/synopsis
Manufacturing and selling of counterfeits have become easier than ever with the wide and easy reach of technology. Internet has smoothened the sale of such fake replicas around the globe. Alibaba Group faced serious problem of counterfeit selling across its various websites. The various challenges were degrading global image, rising number of fake products and numerous lawsuits filed against the company. The case study will help readers to understand the critical aspects of counterfeiting and decisions involved to run such models where the platform is not a direct seller but just an online marketplace. It emphasises how technology and brand collaboration can be used as a means to identify and remove fake product listings from such platforms, thereby preserving the integrity of business. The case also stresses the need to preserve intellectual property rights and exclusivity of original brands.
Complexity academic level
Senior Undergraduate, MBA and Executive MBA.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing.
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India's diagnostics business valued at USD 10 billion was growing at 20% annually. Several players with different business models competed. Dr. Lal PathLabs, the world's largest…
Abstract
India's diagnostics business valued at USD 10 billion was growing at 20% annually. Several players with different business models competed. Dr. Lal PathLabs, the world's largest histopathology centre led with a menu of 3,500 tests, 1,600 collection centres and 7,000 pick-up points. Its Initial Public Offer had been oversubscribed 33.41 times and the team at Dr. Lal PathLabs was excited about expanding its international footprint. Two overseas companies were incorporated in Netherlands and Nepal. Yet, there were enormous unmet needs in India alongside potential for public-private partnerships. Trade-offs over portfolio choice and regional versus international footprint needed thinking through.
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The case discusses the legal journey of the Bajaj — TVS patent dispute from the Madras High Court to the Supreme Court and back to the Madras High Court. Almost four years have…
Abstract
The case discusses the legal journey of the Bajaj — TVS patent dispute from the Madras High Court to the Supreme Court and back to the Madras High Court. Almost four years have passed, yet the final verdict is nowhere in sight. The Supreme Court has recommended a period of four months for such cases to be finally decided. In such instances, the warring parties either settle it out of court or adopt other means to do business. The value of patent is undermined if the patentee has to fight so much for its protection.
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The case deals with the issues of technology transfer and protection of intellectual property in an international contract, with the International commercial arbitration as the…
Abstract
The case deals with the issues of technology transfer and protection of intellectual property in an international contract, with the International commercial arbitration as the dispute resolution method. The case highlights the distrust between parties when they do not want to continue doing business together and the use of legal technicalities to delay the matter from settling and utter confusion due to international nature of contract, multiple court proceedings in different countries and even questioning the status of the contract – whether a concluded contract or not.
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In 2017, it was a challenge to assess the future of global trade. It was an open question whether the US financial crisis and the recession that it triggered would mark a turning…
Abstract
In 2017, it was a challenge to assess the future of global trade. It was an open question whether the US financial crisis and the recession that it triggered would mark a turning point for the liberal post–World War II world order. If one looked toward Europe, China, Latin America, and Japan, there was a flurry of activity. New trade agreements were being completed and pursued. In Washington, DC, on the other hand, President Donald Trump seemed set on ripping apart and/or renegotiating any trade deal the United States was ever part of.
This case explores Trump's opinions and emerging policy stance on trade, bilateralism, and the global economy, among others. It also gives an overview of the World Trade Organization (WTO) and the General Agreement on Tariffs and Trade (GATT) and asks whether the Trump presidency would constitute a major challenge to the WTO and what it stood for in 2017.
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Mark Satterthwaite and John-Lindell Pfeffer
Describes Nintendo's rise to dominance in the home video game industry in the late 1980s. Then presents the challenges Nintendo faced in 1990 as 16-bit processors entered the…
Abstract
Describes Nintendo's rise to dominance in the home video game industry in the late 1980s. Then presents the challenges Nintendo faced in 1990 as 16-bit processors entered the market against the 8-bit Nintendo Entertainment System.
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Arvind Mills incurred a loss of Rs.316 crores in the year 1999-2000 after a period of declining profits in spite of increasing sales. In January 2001 lenders to Arvind Mills…
Abstract
Arvind Mills incurred a loss of Rs.316 crores in the year 1999-2000 after a period of declining profits in spite of increasing sales. In January 2001 lenders to Arvind Mills received the Information Memorandum on Debt Restructuring which offered several alternative schemes. They had to decide whether they should accept the proposal and if they accept which specific scheme they should choose.
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International Business, International Entrepreneurship, International Marketing.
Abstract
Subject area
International Business, International Entrepreneurship, International Marketing.
Study level/applicability
Advanced undergraduate and graduate students are the primary audience. The case can also be used in executive classes with emerging economies as a focus.
Case overview
Kaspersky Lab is a provider of information technology (IT) security products such as anti-virus, anti-spam and network security software. It is Russia's largest software company and the only Russian firm that ranked among the world's top 100 software companies. This case presents several interesting features of the company and its environment. The foci of the case are on potential barriers facing firms based in emerging economies in their internationalization initiatives and negative country of origin effects associated with emerging economies.
Expected learning outcomes
The learning objectives of this case include:
To identify internal and external sources of competitive advantage for a developing world originated successful entrepreneurial firm.
To assess the potential barriers facing an emerging economy-based firm in the internationalization process and analyse whether such barriers differ across economies of various characteristics.
To evaluate whether the natures of obstacles and challenges faced by an emerging economy-based firm is different in a newly evolving industry.
To analyze how an emerging economy-based firm can overcome some of the barriers to internationalization.
To identify internal and external sources of competitive advantage for a developing world originated successful entrepreneurial firm.
To assess the potential barriers facing an emerging economy-based firm in the internationalization process and analyse whether such barriers differ across economies of various characteristics.
To evaluate whether the natures of obstacles and challenges faced by an emerging economy-based firm is different in a newly evolving industry.
To analyze how an emerging economy-based firm can overcome some of the barriers to internationalization.
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Entrepreneurship, strategic analysis.
Abstract
Subject area
Entrepreneurship, strategic analysis.
Study level/applicability
Entrepreneurship, strategic management, business in Asia.
Case overview
This case describes the experience of a start-up online TV company in Thailand. It supplies details about how the business idea was hatched, what challenges the company is currently facing, and how the future prospects for the online media market in Thailand are unfolding.
Expected learning outcomes
Participants are expected to be able to compare the similarities and differences between a textbook model of entrepreneurship and the real experience of the company described in the case. A better appreciation for basic strategic analysis such as examining internal strengths and weaknesses and understanding external opportunities and threats can also be developed.
Supplementary materials
Teaching notes.
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Manoj Joshi and Apoorva Srivastava
Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and…
Abstract
Subject area
Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and implementing strategy.
Study level/applicability
The case is suitable for MBA students.
Case overview
Vinay moved to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow globally and emerge from its nascent structure. How should the business expand?
Expected learning outcomes
Students can discover the following key learning points: how an enterprise is born; the importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial activity.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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