Subject category:
Strategy and General Management
Published by:
London Business School
Length: 32 pages
Data source: Field research
Share a link:
https://casecent.re/p/22376
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
VIP Luggage is India''s largest luggage company, and is the second largest producer of moulded luggage in the world - after Samsonite. The case describes how VIP emerged from a small workshop to become one of India''s most viable and successful companies. The focus of the case, however, is on the situation in 1998 when the company''s performance engine appears to have stalled - profits have fallen, taking the share price down from Rs 130 in 1994 to Rs 30 in 1998. Samsonite has entered the Indian market. A gaggle of local competitors are challenging VIP''s dominant market share at the low end. What are the company''s strategic options? What changes are necessary to reverse the relative decline? A new CEO has just taken over, and the case frames the challenges he faces and some of the choices that he has to make. A background note ''Indian Luggage Industry Note 1998'' (399-054-5) is available to accompany the case.
Subject category:
Strategy and General Management
Published by:
London Business School
Length: 26 pages
Topics:
Managing; Managing in developing countries
About
Abstract
VIP Luggage is India''s largest luggage company, and is the second largest producer of moulded luggage in the world - after Samsonite. The case describes how VIP emerged from a small workshop to become one of India''s most viable and successful companies. The focus of the case, however, is on the situation in 1998 when the company''s performance engine appears to have stalled - profits have fallen, taking the share price down from Rs 130 in 1994 to Rs 30 in 1998. Samsonite has entered the Indian market. A gaggle of local competitors are challenging VIP''s dominant market share at the low end. What are the company''s strategic options? What changes are necessary to reverse the relative decline? A new CEO has just taken over, and the case frames the challenges he faces and some of the choices that he has to make. A background note ''Indian Luggage Industry Note 1998'' (399-054-5) is available to accompany the case.
Settings
Related
Subject category:
Strategy and General Management
Published by:
London Business School
Length: 26 pages
Topics:
Managing; Managing in developing countries