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and supply chain management efficiencies.However, with the changing competitivedynamics, Dell was losing its costleadership in the industry. Dell's costadvantage against its competitors waseroding as competitors were followingpractices like mass manufacturing and justin-time inventory management. AfterHewlett-Packard became the market leaderin 2007, Dell was considering variousoptions to sustain and regain its leadingposition in the PC industry.Pedagogical Objectives To understand the concept of businessmodel innovation in the context of anorganisation's success To understand, how the new competitivedynamics when unaddressed wouldundermine the success of existingbusiness models.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.Personal l; Computers; Business Model; MichaelDell; PC retailing; Segmenting; Targeting;Positioning; Innovation Management CaseStudy; Active Inertia; Hewlett-Packard;Compaq; Lenovo; Transformation;Strategic Inflection Point; SIPMobile Phones: The Advent of aNew Advertising MediumMarketers are constantly looking forinnovative ways and channels to sendmarketing messages. The attention ofmarketers swung towards mobile phonesas an innovative medium for this purpose,due to their mass usage. Mobile phonepenetration around the world reached morethan 2 billion as of 2008. This led to use ofshort messaging, mobile search advertising,and video files as advertisement platformsfor reaching consumers. Most consumersaround the world accept such messages,according to their perceived relevance andoffers provided. Mobile phone advertisingplatforms have evolved, depending uponthe features of mobile phones thatconsumers use. The case analyses howmobile phones can be used better formarketing communication.Study; Strategies of P&G in Mexico;Innovation in Emerging MarketsMobile Phones; Advertising; InnovationManagement Case Study; Competiton;Mobile Serach Users; SMS; MMSIn 2006, Logitech International SA(Logitech), the Swiss public companywhich was established in 1981, recordedrevenue of 1,797 million. Logitech, whichstarted with the OEM sector, expandedthrough its retail business. It has diverseproducts in computer peripherals andcommands leading positions in all itsproduct categories such as audio, video, PCnavigation, Internet communication,music, and gaming devices. Logitech hasbeen a highly innovative company, with alist of more than 65 industry ‘firsts’. Itlaunched more than 130 new productsduring 2006. But it faced stiff competitionfrom industry giants like Microsoft. In thisscenario, can Logitech sustain itscompetitive edge by just being innovative?Will it be successful in keeping pace withtechnology and market, to retain its leadingpositions in its product categories?Logitech: Competing throughInnovationKeywordsP&G in Mexico: Profiting fromProduct and MarketingInnovations?Leading consumer packaged goodsmanufacturer Procter & Gamble (P&G) hasan impressive history of successfullylaunching a vast array of new products.With developed world markets becomingincreasingly saturated, multinationalcorporations have turned to emergingmarkets like India, China, and Mexico.Realising the potential of consumers in theemerging markets, major MNCs arepenetrating the growing low-incomesegments. But the dynamics and theconsumer behaviour in these markets arequite different from the developed markets.According to many experts, the strategiesthat hold well in developed markets fail indeveloping markets. However, P&G, withits long presence, has had tremendoussuccess in Mexico through its product andmarketing innovations.Pedagogical Objectives To discuss product profilesegmentation statistics of P&Gand To discuss P&G's shift in its businessmodel from serving wealthiest customersin developed countries to low-incomeconsumers in emerging markets To identify various opportunities andchallenges for companies in emergingmarkets To discuss the product and marketinginnovation strategies of P&G in Mexico To debate on the sustainability of P&G'sstrategy of serving low-incomeconsumers in the long run.IndustryReference No.Year of Pub.Teaching Pedagogical ObjectivesKeywords To understand the opportunities formarketing communication throughmobile phone as a mediumPopulation and Income levels of Peoplein Latin America; Fortune at the Bottomof the Pyramid; Mexican RetailingIndustry; Potential and Challenges fromEmerging Markets; Consumer Behaviourin Mexico; Innovation Management Case To discuss how mobile phoneadvertisements should be designedconsidering how consumers react toadvertisements through mobile phones.4Mobile ce No.Year of Pub.Teaching NoteStruc.Assign.www.ibscdc.orgPedagogical Objectives To understand the changing dynamicsof computer peripherals industry To understand how innovation drivescompetition in the industry To discuss about various competitiveadvantages of Logitech To get an awareness of Logitech’sproducts vis-à-vis competition To analyse whether innovation cansustain growth for Logitech.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.Computer omputer Peripherals Industry; LogitechInternational SA; OEM; Innovation; NewProduct Introductions; TechnologicalInnovation; MX Revolution; PC Industry;Microsoft; EPFL Incubator; Logitech;Daniel Borel; Innovation ManagementCase Study; Growth Engines; OrganicGrowth Creative TechnologyM&M’s Candy’s InnovativeMarketing StrategiesIn the high-tech culture of the newmillennium, M&M’s Candy has foughtdiligently to stay cool, contemporary andrelevant to consumers in the 21st century.It has faced incessant challenges fromcompetitive brands as well as social

The case can be used to discuss thedynamics of the candy industry, M&M’sbrand strategy including brand merchandiseand brand characters and the use of retailchannels, advertainment and Internetmarketing to build personalizedrelationship with the customers.Pedagogical Objectives To discuss the dynamics of the candyindustry To analyse M&M’s brand strategyincluding brand merchandise and brandcharacters To discuss the use of retail channels,advertainment and internet marketingto build personalised relationship withthe customers.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.Confetionary IndustryINM0097P2007Not AvailableNot AvailableKeywordsMars; Brand Strategy; Advertisement;Innovation Management Case Study; BrandCharacter; Brand Personality; BrandRevitalisation; Mini Brand; ProductpersonalisationHonda’s Green TechnologyStrategy in the US Auto MarketJapan based Honda Motor Company is aleading global automobile manufacturer. Itmanufactures a variety of products likesmall general-purpose engines, cars,motorcycles, trucks, scooters. Since theearly 2000s the volatility in fuel pricesand greater environmental awarenessforced many consumers to look for fuelefficient alternatives. It has led to increasedcompetition in the alternative fuel vehiclesegment. Honda has found its one fuelstrategy risky and decided to focus ontechnologies like clean diesels, hybrids andfuel cells which give it more flexibility.The case study discusses Honda’s initiativesin developing cleaner and fuel efficientengines and gaining market share in thealternative fuel vehicle segment.Pedagogical Objectives The case discusses Honda’s initiative todevelop cleaner and fuel efficient enginesto fight against the volatility in fuelprices and to target the consumerslooking for the fuel efficient alternatives It also discusses the company’s strategyto gain market share in the alternativefuel vehicle segment.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.AutomobileINM0096P2007Not AvailableNot AvailableKeywordsHonda; Dream D-type engine; C1000 supercub; S-500; N-600 sedan; Honda Accord;Honda Civic; VTEC engines; InnovationManagement Case Study; Environmentalprotection Agency; Euro 5 emission norms;Alternative fuel vehicles; DOHC dieselengine; i- CTDi engine; IMA hybrid system;honda FCXDaimlerChrysler’s Compass SUV:Softening The Tough JeepJeep was an automobile brand ofDaimlerChrysler (DC) which was knownfor its rugged looks and agile off-roadperformance. It was one of the Chryslersubsidiaries and became a part ofDaimlerChrysler when Daimler-Benzmerged with the Chrysler Corporation in1998. Since its inception in 1941 Jeep haddominated sport utility vehicle (SUV)market for almost 65 years. Jeep wasfamous worldwide for its rough and toughlooks and it was hugely popular among theadventure friendly people. By 2006 salesof full-size SUVs were plummeting onregular basis and automakers were beginningto admit that a shift of market was almostinevitable. Several companies werethinking of new products, car-based SUVbeing one of them. DC was among them,and was about to take a new direction bylaunching its first car-based SUV whichemphasized on on-road performance ratherthan boulder-hopping off-road feats.Compass was Jeep’s first car-based SUV andit was the Jeep’s new initiative of focusingon-road performance. The managementof Jeep realized that they needed to appealto a wide range of customers and at thesame time they also wanted to preserve its“rough-and-ready” image. DC wascompeting for Jeep’s success with thephilosophy of expanding as well asdiversifying.This case deals with promotion of the newbrand ‘Jeep Compass’ as the managementhad planned to spend an estimated amountof US 75 million for the brand promotionand the acceptance level of new Jeepamong the common people.Pedagogical Objectives To understand the efforts made by DCto launch and promote ‘Jeep Compass To analyse how DC attempted to changeJeep’s traditional rough & tough image To get an idea of the global sports utilitymarket (SUV) market To discuss whether the new, ‘softer’, Jeepwould appeal to the customers.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.AutomobileINM0095K2006Not AvailableNot AvailableI N N O V A A T I O Npressures encouraging consumers to reducecandy consumption. But its main challengeis keeping the brand simple, relevant toconsumersandyetmaintaininggrowth.Over the years, colour, brandpersonalities, globally recognisablepackaging, the 'melt in your mouth, not inyour hand' slogan and the distinctive 'M'on each candy - all have played animportant role in raising the brand to aniconic status. Carrying on the spirit of itsearlier marketing initiatives, M&M’s hasdecided to freshen up the brand andstrengthen the emotional bonds with itsloyal customers by leveraging thecompelling equities of colour and fun tocreate consumer interest.KeywordsDaimlerChrysler (DC); Jeep; Compass;Sports Utility Vehicle (SUV); DaimlerBenz; Chrysler; Diversifying; Marque;Global SUV market; Product launch;Innovation Management Case Study; Brandpromotion; Rugged looks; Car based SUV;Softer Jeep; Off-road performanceIndian Railways – IT Innovationsin Passenger ServicesThe Indian Railways’ operated in a highlycomplex environment that made itimperative for its operations to becontinuously updated with timely andaccurate information to a variety ofbusiness concerns. Further, the optimumutilisation of the available resourcesdemanded deployment of a robustinfrastructure through implementation ofinnovative and economical technologies.This case provides the reader an insightinto the various cost-saving innovationsthat were adopted by IR in improving andadvancing their passenger services. Theprogressive implementation of IT servedas a thrust towards better responsivenessto the rising passenger demands. Thecommunication infrastructure that IR builtup over the years not only helped it catereffectively to the ascending customer needsbut also opened new avenues for revenuegeneration. It augmented its revenues andalso helped it cut down surplus expendituresthrough better utilisation of resources byway of improved demand analysis, bettermanagement of coaches and efficientutilisation of railway tracks.Pedagogical Objectives To discuss the successive ITimplementations at IR and how theyhelp IR to cut cost and increaseefficiencywww.ibscdc.org5

To analyse how IT is helping thepassengers in better utilising the railway'sservices.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.TransportINM0093K2007Not AvailableNot AvailableKeywordsIndian Railways; Smithsonian Awards; EDP(electronic data processing); Impress;Concert; Centre for Railways InformationSystems (CRIS); CML; PassengerReservation System (PRS); IntegratedVoice Response System (IVRS); UnreservedTicketing Service (UTS); InnovationManagement Case Study; e-TicketDell: From a Low Cost PC Makerto an Innovative CompanyDuring the late 80s, Michael Dell and hiscompany, Dell Inc., revolutionized theglobal PC market by the latter’s ‘DellDirect Business Model’, where iteliminated all kinds of middlemen anddirectly supplied customized PCs to thecustomers. For the last two decades, thecompany continued to be the market leaderin the small household PC segment.However, after enjoying the supremacy fortwo decades since 2005, it started facingcompetition. August 2006 was the cruelestmonth for Dell as the company’s bottomline experienced an unprecedented decline.The company’s revenue and profit failedto match the expectations. Besides, it hadto write off US 450 million (mn) for theinstallation of defective capacitors in itscomputers and opt for workforcealignment. It also recalled lithium batteriesmanufactured by Sony from its laptop. Theanalysts were thus, skeptical about thefuture of the organization. The companywas termed as less innovative than itscompetitors as it failed to launch innovativeproducts in the market. To be on thegrowth trajectory again, it planned to enterinto the consumer electronics segment. Butthe analysts were doubtful about the successof Dell’s ‘Direct Business Model’ in theconsumer electronics segment. The casedeals with Dell’s business model, viablealternative of Dell’s business model and itssuccess in the consumer electronicssegment. It provides a scope for discussingwhether the turnaround strategy of Dellwould be successful and about the scenarioof global PC industry and global consumerelectronics market.Pedagogical Objectives To discuss how Dell revolutionized theglobal PC market To analyse Dell’s Direct Business Model To understand the global PC industry6www.ibscdc.org To discuss the challenges faced by DellPedagogical Objectives To debatestrategies. To understand about onsite and offshoremodels for delivering software servicesIndustryReference No.Year of Pub.Teaching NoteStruc.Assign.onDell’sturnaroundPersonal ComputersINM0092K2007Not AvailableNot AvailableKeywordsDell Inc; Apple; Dell business model;Personal computer; US computer industry;IBM (International Business MachinesCorporation); Server; Printer; InnovationManagement Case Study; Notepad; Sony;Graphical user interface; GatewayComputers; Premier Page web page;Product recallsThe Implementation of anImproved Global DeliveryModel in Infosys: Will itSucceed?Infosys, a software development companyin India, initially provided onsite serviceto its global clients. This being anexpensive proposition, the companydecided to complete projects at its Indianoffshore development centers and thenimplement them at the clients’ places. Thiswas also a challenge as there was no serviceprovider at the clients’ locations, causinga deterrent to the progress of projects.Besides, miscommunication added to thedelay of project completion. To serve itsclients effectively and in time, Infosysdecided to open proximity centers closeto the clients’ locations. In the late 1990s,due to stiff competition from IBM, Wiproand TCS, Infosys decided to adopt theGlobal Delivery Model (GDM), which wasbased on the principle of taking work whereit could be done best in an economicalmanner and with the least amount ofacceptable risk. In 2005 Infosys’ revenuestood at 1,592 million.Infosys found that IBM, Accenture, TCSand Wipro had also adapted GDM. Industryobservers felt that GDM was a standardizedIT model but had no competitiveadvantage. To combat competition and todifferentiate itself from other Global ITgiants, Infosys started working on GDM2.0 and called it the “CollaborativeDistributed Delivery Model” (CDDM).To implement the new GDM, Infosys hadto set up more offshore developmentcenters around the globe. To succeed in itsefforts Infosys decided to acquirecompanies around the globe.Would Infosys succeed in gaining thecompetitiveadvantageandthedifferentiator that it hoped to achieve withits improved GDM? To understand why and how GlobalDelivery Model is used by softwarecompanies like Infosys to enhanceservice to its clients and to implementKnowledge Management across thecompany To understand how Infosys changed itsstrategy to be one up on its competitors.IndustryReference No.Year of Pub.Teaching NoteStruc.Assign.Software IndustryINM0091B2006Not AvailableNot AvailableKeywordsOnsite Model; Offshore Model; GlobalDelivery Model (GDM); ProcessArchitecture; Innovation ManagementCase Study; HR Recruitment; Managerialfunctions at Infosys; Knowledgemanagement;SoftwareIndustryCompetition; Collaborative DistributedDelivery ModelWhirlpool: Redefining InnovationThe year 2005 had proved to be a year ofexceptional achievements for the world’snumber one home appliance brandcompany, Whirlpool. It had achievedrecord net earnings of 422 million onrecord sales revenues of 14.3 billion, whichhad in turn, propelled the company’s shareprice to an all-time high of 92.64 by April2006.Much of Whirlpool's performance wasattributed to the new products and featuresin

Advertising; Innovation Management Case Study; International Business; Legal Environment and Regulations Dell Business Model (B): A Case for Business Model Innovation Dell Inc. was the world's second largest PC Company in 2007 in terms of market share. Dell was the market le