All is Well: Health Care Branding at Be Well Hospitals

March 2016 witnessed the management of Be Well Hospitals grappling with a major challenge: establishing itself as a mid-tier health care provider in an existing two-tier market that made patients choose between quality and pricing. Be Well Hospitals case study author Professor Piyush Kumar discusses branding strategy takeaways.

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An Unfinished Agenda: The Case of Dr Reddy’s Laboratories

How can family owned businesses navigate the tricky terrain of personal and professional relationships as the organisation grows? ISBInsight talked to Dr Reddy’s case authors, Professor Kavil Ramachandran and Associate Director Dr Nupur Pavan Bang, Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business (ISB), to find out.

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Meru Cabs: A Spectacular Growth Story

How can a company integrate its strategy, technology and process to break even and yet offer world-class services to its customers? Set in August 2011, Meru Cabs: A Spectacular Growth Story is a case that documents the design and positioning of an Indian services business in the face of skill shortages and built-in inefficiencies. Caught between the need to improve internal processes and the desire to scale up and expand to other cities, how can Meru steer its growth trajectory?

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Ketan Logistics: Charting the Next Route

When decision-making is embroiled in emotion, it is that much more difficult to arrive at a logical conclusion. Rohit Gupta, Strategy Head, Western Business Unit of Ketan Logistics Limited (KLL) and the oldest third generation member of this family business, was torn between living up to family expectations and pursuing his dream of setting up his own entrepreneurial venture. The case, set in 2014, details the humble beginnings of the company, key milestones in its growth journey and KLL’s standing in the industry. It also describes Rohit’s feelings of helplessness and frustration over the slow pace of changes in the internal governance of the business, the company’s stagnant revenue growth and profits, lack of strategic direction and professionalisation issues. Should he stick with the family business out of a sense of loyalty and responsibility or should he follow his own path?

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