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Business
Updates
Sparks
Fly in the Bajaj-Tvs Spark Plug Controversy --
Suvra
Bisi and Debapratim Purkayastha
©
2007 ICMR. All Rights
Reserved. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted
in any form or by any means—electronic or mechanical—
without permission. To order copies, call +91-40-2343-0462/63
or write to the ICMR, Plot
#49, Nagarjuna Hills, Hyderabad 500 082, India or e-mail:
info@icmrindia.org. Website: www.icmrindia.org
Google
and the Issue of Internet Privacy
--
Syeda
Ikrama and Debapratim Purkayastha
©
2007 ICMR. All Rights
Reserved. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted
in any form or by any means—electronic or mechanical—
without permission. To order copies, call +91-40-2343-0462/63
or write to the ICMR, Plot
#49, Nagarjuna Hills, Hyderabad 500 082, India or e-mail:
info@icmrindia.org. Website: www.icmrindia.org
Ovi:
Nokia's Foray into Internet Services --
A
Srinivasa Rao, Debapratim Purkayastha and Neha Sharma
©
2007 ICMR. All Rights
Reserved. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted
in any form or by any means—electronic or mechanical—
without permission. To order copies, call +91-40-2343-0462/63
or write to the ICMR, Plot
#49, Nagarjuna Hills, Hyderabad 500 082, India or e-mail:
info@icmrindia.org. Website: www.icmrindia.org
Case
in Focus
Innovation
at Cirque du Soleil -- Manasi
Pawar and Vivek Gupta
The
case discusses the various innovations at Cirque du Soleil
(Cirque), the Canada-based circus entertainment company. Since
its first performance in 1983, the company strove to be different
from other circuses by constantly coming up with innovations.
Every show presented by Cirque was based on a central theme
with a supporting storyline, amalgamating different circus
styles from across the world. Cirque avoided animals and star
performers, which were commonly seen in traditional circus.
The performances at Cirque were very innovative and quite
different from what people normally saw. It added a certain
amount of sophistication to traditional circus and thus carved
out a niche market for itself.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
Workforce
Diversity at Nordstrom -- Satya
Prakash Medisetti and Shirisha Regani
Nordstrom
was well-known in American corporate circles for its commitment
to diversity. The company not only made a conscious effort
to recruit a diverse workforce, but it also extended its diversity
initiative to outsiders who were associated with the company,
through its third-party diversity initiatives. This case discusses
Nordstrom's diversity initiatives. It describes how the company
partnered with several organizations to ensure that it had
access to a diverse pool of candidates for its recruitment
efforts. It also provides information on the culture at and
policies of Nordstrom that ensured that diversity was promoted
in all parts of the organization. The case also discusses
the ways in which Nordstrom extended its diversity initiatives
to its suppliers and consumers through some of its programs.
The case concludes with a commentary on the extent to which
the diversity initiatives were successful at the company,
in light of the lawsuits filed by some disabled employees
against the discrimination they faced.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
McKinsey's
Knowledge Management Practices -- Indu
P and Vivek Gupta
The
case describes the knowledge management practices at McKinsey
& Company (McKinsey). Managing knowledge effectively is
of prime importance especially for consultancies like McKinsey
which depended heavily on knowledge for their existence and
growth. The expertise McKinsey gained over the years was put
into optimal use through knowledge management. Knowledge was
spread in the firm through training sessions, seminars, workshops,
sharing of the findings of the projects. The other KM efforts
that McKinsey undertook included development of centers of
competence, a practice information system, a practice development
network and a knowledge resource directory. The case also
examines how McKinsey promoted a culture of knowledge sharing
within the firm.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
Macau
: The
Future Entertainment Capital of the World?
-- Barnali
Chakraborty and Sachin Govind
Macau's
economy has been dependent on the gaming industry since the
18th century, when it was under Portuguese control.
Macau became a Special Administrative Region (SAR) of the
People's Republic of China (PRC) on December 20, 1999. With
the Chinese government implementing the "one country,
two systems" policy, Macau continued to have an open
economy with a legal gaming industry. The case discusses the
state of Macanese economy after the handover. It gives details
of the SAR government's initiatives to transform the island
into an international tourism and gaming center, including
the opening up of the gaming industry. The favorable policy
changes attracted several foreign casino operators, who announced
plans to build resorts, hotels, exhibition and conference
amenities, showrooms, shopping malls, spas, restaurants, and
entertainment facilities, besides casinos, in Macau. The expansion
of the gaming industry was expected to bring huge opportunities
as well as challenges for Macau. The case deals with some
of these issues and ends with a discussion on the future prospects
for the economy of Macau.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
Book
Review
Mavericks
at Work : Why the Most Original Minds in Business Win --Authors:
William C Taylor & Polly LaBarre Reviewed
by Rajiv Fernando
This
book is about how some `maverick' companies have used innovative
strategies to connect with customers, counter competition,
attract talent, and build a sense of ownership among their
employees.
©
William C. Taylor and Polly LaBarre 2006. All Rights Reserved.
IUP holds the copyright for the review.
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