ICICI's Global Expansion

Tarun   Khanna; Ramana  Nanda

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Case | HBS Case Collection | September 2005 (Revised September 2006)

ICICI's Global Expansion

by Tarun Khanna and Ramana Nanda

Abstract

Follows the decision by ICICI (one of India's largest banks) to expand internationally in June 2001.

Keywords: Emerging Markets; Global Strategy; Banks and Banking; Banking Industry; India;

Format: Print

21 pages

Educators Purchase

Citation:

Khanna, Tarun, and Ramana Nanda. "ICICI's Global Expansion." Harvard Business School Case 706-426, September 2005. (Revised September 2006.)

About the Authors

Tarun Khanna

Jorge Paulo Lemann Professor

Strategy

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Ramana Nanda

Sarofim-Rock Professor of Business Administration (Leave of Absence)

Entrepreneurial Management

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Case | HBS Case Collection | July 2020

Super 30: Educating the Elite Poor

Prithwiraj Choudhury, Tarun Khanna and Shreya Ramachandran

In the summer of 2019 in New Delhi, S K Shahi and his daughter, Meenakshi, faced a difficult problem. India had 19 centers of their non-profit, the Center for Social Responsibility and Leadership. Also called the 'Super 30' program, this offered free training for India's rigorous engineering entrance exam, the Joint Entrance Examination, to 30 - or sometimes 50 or 100 - high school graduates, selected by merit. Shahi and Meenakshi ran these centers using the corporate social responsibility funds donated by large state-owned companies in India, and some private companies. They had been operational for over a decade, with alumni working in academia, top tech companies, and education, having graduated from India's best colleges. They now had a difficult decision to make: should they expand in large metropolis cities - New Delhi; Kanpur; Mumbai - that would attract talented youth from all over India? Or else, given India's remote geographies and uneven distribution of income and educational benefits, was it best to expand to these tough regions to help those who most needed it? An additional source of concern was the operational and logistical cost of running centers in different parts of the country. What was the best way forward: city or town, urban or remote? New Delhi or Kashmir?

Keywords: Education; Higher Education;

Citation:
Choudhury, Prithwiraj, Tarun Khanna, and Shreya Ramachandran. "Super 30: Educating the Elite Poor." Harvard Business School Case 621-004, July 2020. View Details

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Article | Journal of Financial Economics | July 2020

The Persistent Effect of Initial Success: Evidence from Venture Capital

Ramana Nanda, Sampsa Samila and Olav Sorenson

We use investment-level data to study performance persistence in venture capital (VC). Consistent with prior studies, we find that each additional IPO among a VC firm's first ten investments predicts as much as an 8% higher IPO rate on its subsequent investments, though this effect erodes with time. In exploring its sources, we document several additional facts: successful outcomes stem in large part from investing in the right places at the right times; VC firms do not persist in their ability to choose the right places and times to invest; but early success does lead to investing in later rounds and in larger syndicates. This pattern of results seems most consistent with the idea that initial success improves access to deal flow and that preferential access raises the quality of subsequent investments, perpetuating performance differences in initial investments.

Keywords: Performance; Monitoring; selection; Status; Venture Capital; Performance Consistency; Investment;

Citation:
Nanda, Ramana, Sampsa Samila, and Olav Sorenson. "The Persistent Effect of Initial Success: Evidence from Venture Capital." Journal of Financial Economics 137, no. 1 (July 2020): 231–248. View Details

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Case | HBS Case Collection | January 2014 (Revised June 2020)

The Rise and Fall of Nokia

Juan Alcacer, Tarun Khanna and Christine Snively

In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category—the smartphone—immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?

Keywords: Mobile phones; smartphone; telecommunications; wireless technology; emerging market; Technological Innovation; Competition; Emerging Markets; Mobile Technology; Wireless Technology; Telecommunications Industry; Asia;

Citation:
Alcacer, Juan, Tarun Khanna, and Christine Snively. "The Rise and Fall of Nokia." Harvard Business School Case 714-428, January 2014. (Revised June 2020.) View Details

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ICICI's Global Expansion

Abstract

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About the Authors

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