|
Business
Updates
Bajaj Auto : From
`Hamara Bajaj' to `Distinctly Ahead'
-- Priti Anand, Hadiya Faheem, Debapratim Purkayastha
©
2008 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
Coal Mines in China
: Putting
Profits before Safety?
-- Monisha
Chattopadhyay,
Hadiya Faheem, Debapratim Purkayastha
©
2008 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
The Mobile Phone's
Emergence as the `Fourth Screen'
--
Priti
Anand, Hadiya Faheem,
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
The
BMW Brand in North America
-- Debapratim
Purkayastha
©
2008 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
JetBlue
Airways : Growing
Pains?
-- Shirisha
Regani and S S George
In
its early years, JetBlue was one of the fastest growing and
most profitable airlines in the US. Positioned as a `value
player' in the niche between full service airlines and low-cost
carriers, JetBlue managed to create a loyal customer base
within a very short time. The notable thing about JetBlue
was the success with which the airline combined low fares
with several value-added services for passengers.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
Launching
iPhone : Apple's
Entry into the Mobile Phone Market
--
Adapa Srinivasa
Rao and Debapratim Purkayastha
This
case is about Apple Inc.'s entry into the mobile phone market.
The case discusses the launch of the much hyped iPhone, which
was hailed by some analysts as the most successful launch
of a brand ever. While many analysts hailed the innovative
marketing strategy followed by Apple and also considered the
iPhone to be a category-defying product, others felt that
iPhone was over-hyped and said that it was never good to over-hype
any product. Some analysts felt that Apple had a long way
to go to realize its ambition of becoming a major player in
the mobile phone market considering that the market had some
very dominant competitors who had decades of experience behind
them. Some analysts also viewed Apple's foray into this market
as a defensive strategy necessitated by the introduction of
music phones by some well-known mobile phone companies.
©
2007 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
ERP
Implementation Failure at Hershey Foods Corporation
-- Indu
P and Vivek Gupta
The
case examines in detail the reasons behind the failure of
ERP implementation at the US-based Hershey Foods Corporation.
In late 1996, Hershey began modernizing hardware and software
systems in the company. The company was running on legacy
systems, and with the impending Y2K problems, it chose to
replace those systems and shift to client/server environment.
As per the original plan, it was to switch over to the new
ERP system by April 1999. It chose three software vendors
—SAP, Manugistics and Siebel for implementing different
software modules. The project was running as per schedule
till January 1999, and when it came to the last leg of implementation,
the company faltered and could switch over to the new system
only in July 1999. Hard pressed for time, Hershey went in
for Big Bang ERP implementation which led to several problems
pertaining to order fulfillment, processing and shipping.
The retailers who ordered for Hershey's products could not
get them on time, even though the company had ample supplies
stocked at its warehouses. Hershey's revenues dropped by 12%
during the third quarter of 1999 compared to the third quarter
of 1998. The case explains in detail, the events leading to
the failure of the ERP implementation and examines the reasons
behind it.
©
2008 ICMR. All
Rights Reserved. For accessing and procuring the case study,
log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
|
