Comergent Technologies Inc.: Enterprise E-Commerce

V. Kasturi  Rangan; Marie  Bell

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Case | HBS Case Collection | March 2005 (Revised April 2007)

Comergent Technologies Inc.: Enterprise E-Commerce

by V. Kasturi Rangan and Marie Bell

Abstract

Coming out of the 2001 high-tech industry recession, this venture capital start-up has to come up with a marketing plan to break even and grow. Its innovative e-commerce software provides unique customer relationship management solutions, but it has to convince customers to adopt its solution. Includes color exhibits.

Keywords: Business Startups; Customer Relationship Management; Financial Crisis; Collaborative Innovation and Invention; Business or Company Management; Marketing Strategy; Problems and Challenges; Software; Information Technology Industry;

Format: Print

18 pages

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Citation:

Rangan, V. Kasturi, and Marie Bell. "Comergent Technologies Inc.: Enterprise E-Commerce." Harvard Business School Case 505-016, March 2005. (Revised April 2007.)

About the Author

V. Kasturi Rangan

Malcolm P. McNair Professor of Marketing

Marketing

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Case | HBS Case Collection | January 2018 (Revised November 2018)

Acumen and Lean Data 2018

Shawn Cole, V. Kasturi Rangan, Alnoor Ebrahim and Caitlin Reimers Brumme

Citation:
Cole, Shawn, V. Kasturi Rangan, Alnoor Ebrahim, and Caitlin Reimers Brumme. "Acumen and Lean Data 2018." Harvard Business School Case 218-086, January 2018. (Revised November 2018.) View Details

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Case | HBS Case Collection | August 2017 (Revised September 2018)

Audubon in 2017: The Turnaround

V. Kasturi Rangan

The case briefly describes the 112-year history of the organization and focuses particularly on the changes wrought by its new leader David Yarnold who was brought in by the board in 2010. Under Yarnold's leadership the organization went through two strategic plans (2012–2016 and 2016–2020) and brought about many changes. At the start of 2017, Yarnold declared his goal of making Audubon the most effective conservation network in America. What actions should Audubon take to get to that goal?

Keywords: Nonprofit Strategy; change management; leadership; Change; Leadership; Nonprofit Organizations; Strategy; Transformation;

Citation:
Rangan, V. Kasturi. "Audubon in 2017: The Turnaround." Harvard Business School Case 518-025, August 2017. (Revised September 2018.) View Details

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Case | HBS Case Collection | November 2017 (Revised July 2018)

Measuring True Value at Ambuja Cement

V. Kasturi Rangan, Suraj Srinivasan and Namrata Arora

The case discusses the measurement of social and environmental impact at Ambuja Cements, one of India’s leading cement companies. Ambuja is a leader in CSR activities and is attempting to quantify its impact, both positive and negative, using the “True Value” framework developed by the global accounting firm KPMG. True Value is an innovation in this area and tries to measure the financial cost and benefits of social and environmental impact and provide a standardized comparison across different kinds of social and environmental activities and their impact. The case allows students to discuss the challenges in measuring social and environmental impact and the pros and cons of quantifying the same in financial terms. The case elicits discussion surrounding the following questions: How do we develop a framework to measure the financial cost and benefits of social and environmental externalities? What are the challenges of doing so? What do we need to do to improve our ability to measure social and environmental impact in financial terms? How will such measurement be useful? Who will it be useful to? The case concludes with the CEO of Ambuja deciding whether or not to publicly release the “True Value” of the company.

Citation:
Rangan, V. Kasturi, Suraj Srinivasan, and Namrata Arora. "Measuring True Value at Ambuja Cement." Harvard Business School Case 518-063, November 2017. (Revised July 2018.) View Details

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Comergent Technologies Inc.: Enterprise E-Commerce

Abstract

Citation:

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