Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (B)

Krishna G. Palepu; V. Kasturi  Rangan; Sarayu  Srinivasan

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Case | HBS Case Collection | May 1996 (Revised December 1996)

Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (B)

by Krishna G. Palepu, V. Kasturi Rangan and Sarayu Srinivasan

Abstract

A new administration/government takes power in a state in India and cancels a power project agreed upon/created by the previous state government and an American-based energy company. The project cancellation is based on allegations of irregularities, exorbitant costs, and political pressures.

Keywords: Cross-Cultural and Cross-Border Issues; Crisis Management; Business and Government Relations; Conflict Management; Energy Industry; India; United States;

Format: Print

6 pages

Educators Purchase

Citation:

Palepu, Krishna G., V. Kasturi Rangan, and Sarayu Srinivasan. "Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (B)." Harvard Business School Case 596-100, May 1996. (Revised December 1996.)

About the Authors

Krishna G. Palepu

Ross Graham Walker Professor of Business Administration

Accounting and Management

General Management

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V. Kasturi Rangan

Baker Foundation Professor, Malcolm P. McNair Professor of Marketing, Emeritus

Marketing

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Case | HBS Case Collection | July 2020 (Revised September 2020)

Property Finder’s Strategy for Online Classifieds in the MENA Region

Krishna G. Palepu, Gamze Yucaoglu and Fares Khrais

The case opens in 2020 as Michael Lahyani, founder and CEO of Property Finder, Dubai’s leading online real estate classifieds portal, contemplates the company’s five-year growth strategy.
Since its founding in 2005 in the United Arab Emirates (UAE), Property Finder had secured multiple rounds of investments and expanded into countries in the Middle East and North Africa. The business grew following a proven business model revolving around monthly flat subscription fees paid by real estate brokers for packages of listings, while remaining free for end-customers to browse. By 2020, Property Finder had reached profitability in the UAE, Bahrain, and Qatar, which it considered its core markets, and had done significant brand building in newer markets of Saudi Arabia (KSA), Egypt, Morocco, Lebanon, and Turkey.
In 2020, Lahyani needed to decide on the company’s growth strategy to increase profitability. Property Finder could focus on its core markets and switch to segmented pricing, lure in more developers to post first hand property directly, and create new revenue channels. Alternatively or in parallel, the company could tailor its business model to suit the dynamics of each of its newer markets. All the while, Lahyani had just onboarded a new executive team that was busy adjusting the organizational structure and institutionalizing procedures and processes. As a result, company resources were spread thin and Lahyani found himself at a crossroads; should the company focus its efforts on bolstering its position in incumbent markets and thus forego growth abroad, or should it pursue new markets and risk tarnishing its reputation in its core markets in case of a failure?

Keywords: General Business; real estate; Entrepreneurship; Strategy; Emerging Markets; Growth Management; Real Estate Industry; Technology Industry; United Arab Emirates; Saudi Arabia; Egypt; Turkey;

Citation:
Palepu, Krishna G., Gamze Yucaoglu, and Fares Khrais. "Property Finder’s Strategy for Online Classifieds in the MENA Region." Harvard Business School Case 321-009, July 2020. (Revised September 2020.) View Details

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Case | HBS Case Collection | March 2020 (Revised August 2020)

Last Mile Health (A)

Brian Trelstad and V. Kasturi Rangan

Last Mile Health is a non-profit organization that focuses on recruiting and training community health workers to reach remote rural communities with basic health services. Founded by Raj Panjabi, a Liberian who immigrated with his family to the United States during the Liberian Civil War, the case traces the founding and early years of Last Mile Health, before the organization is faced with a choice during the Ebola outbreak in 2014: should they pursue a significant amount of new funding to expand into other areas, or should they stay focused on training community health workers.

Keywords: healthcare; Ebola; Nonprofit Organizations; Health Care and Treatment; Rural Scope; Africa;

Citation:
Trelstad, Brian, and V. Kasturi Rangan. "Last Mile Health (A)." Harvard Business School Case 320-027, March 2020. (Revised August 2020.) View Details

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Case | HBS Case Collection | July 2019 (Revised August 2020)

Peabody Essex Museum: What Next?

V. Kasturi Rangan and Jeffrey F. Rayport

The case describes the 25-year transformation of Peabody Essex Museum, which was created in 1993 by the merger of two sub-scale predecessor cultural institutions, operating since 1799, in Salem, Massachusetts. Dan Monroe, its founding CEO, began a process of building the institution, which, when he arrived, had a budget of $3 million and an endowment of $23 million in 1993, as compared to a budget of $33 million and an endowment of $650 million in 2018. Monroe made changes in practically every aspect of the museum’s operations as PEM broke into the ranks of the top 15 museums in the U.S. All of this was happening at a time when museums in general had lost some 20% in visitation as a result of significant shifts in population demographics and what they understood by “cultural experience.” As Dan Monroe handed off the reins of an institution that had successfully run counter to trend to his successor in 2019, the trustees of the museum and its new CEO faced the challenge of how to keep the positive momentum going—and how potentially to reinvent PEM again for a rapidly changing world.

Keywords: museums; Strategy; Leadership; Transformation; Innovation Leadership; Strategic Planning;

Citation:
Rangan, V. Kasturi, and Jeffrey F. Rayport. "Peabody Essex Museum: What Next?" Harvard Business School Case 520-009, July 2019. (Revised August 2020.) View Details

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Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (B)

Abstract

Citation:

About the Authors

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