Publications
Publications
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(120,150)
- Faculty Publications (190)
- Summer 2008
- Article
Strategic Orientations in a Competitive Environment: Following the Road Not Taken
By: Rohit Deshpandé, Amir Grinstein and E. Ofek
- April 2008 (Revised March 2014)
- Case
Flying J (A)
By: Rohit Deshpande and Lauren Barley
The largest retailer of diesel fuel in the U.S., Flying J, is rethinking its growth strategy as the economy goes into a recession. Its major customer base, owner-operated truck drivers, are facing increasing costs of doing business. Yet Flying J is considering whether... View Details
- March 2008 (Revised April 2009)
- Supplement
Citigroup: Re-Branding in 2007 (B)
By: Rohit Deshpandé and Carin-Isabel Knoop
Follow-up to "Citigroup: Re-Branding in 2007" (A), describing the development of a new brand identity for Citigroup. View Details
- February 2008 (Revised April 2009)
- Case
Citigroup: Re-Branding in 2007 (A)
By: Rohit Deshpandé and Carin-Isabel Knoop
With its history of growth through acquisition, Citigroup has a conglomeration of sub-brands that need to be integrated and rationalized. Ajay Banga, CEO of Citi's Global Consumer Group International, chairs a task force to work through the process of re-branding the... View Details
- January 2008 (Revised February 2010)
- Case
Chocolates El Rey
By: Rohit Deshpandé, Gustavo Herrero and Regina Garcia-Cuellar
In late November 2006, Jorge Redmond, CEO of Chocolates El Rey, called a meeting with senior management to discuss the company's growth strategy. A relatively small firm with sales of around $14 million, El Rey produced top quality chocolate made with single origin... View Details
- November 2007 (Revised April 2008)
- Case
Russian Standard
By: Rohit Deshpande and Seth Schulman
In September 2006, Russian billionaire Roustam Tariko, founder and owner of Russian Standard, needed to develop a strategy for introducing Russia's most popular brand of premium vodka (RSO) to American consumers. In the past year, he had introduced Imperia, the firm's... View Details
- June 2007
- Article
Should I Stay or Should I Go? Mood Congruity, Self-monitoring and Retail Context Preference
By: Nancy M. Puccinelli, Rohit Deshpandé and Alice M. Isen
- May 2007 (Revised April 2008)
- Case
Tiger-Tread
By: Rohit Deshpande and Richard Cardozo
Describes an innovative product launch for which a marketing plan and a breakeven analysis are needed. To introduce students to breakeven analysis and the essentials of developing a marketing plan. View Details
- 2007
- Chapter
Fighting AIDS, Fighting Poverty: Customer Centric Marketing in the Generic Antiretroviral Business
By: Rohit Deshpandé and Zoe Chance
- 2007
- Article
Interdisciplinary Research Within a Modified Competing Values Model of Organizational Performance: Results from Brazil
By: Rohit Deshpandé and John U. Farley
- December 2006
- Teaching Note
"Parable of the Sadhu" and "Letter from Birmingham Jail" (TN)
By: Rohit Deshpande and Aldo Sesia
Keywords: Crime and Corruption
- October 2006
- Supplement
Hewlett-Packard (B)
By: Rohit Deshpande and Seth Schulman
Keywords: Computer Industry
- February 2006 (Revised February 2009)
- Case
AIDS in Brazil
By: Rohit Deshpande and Ricardo Reisen de Pinho
Abbott Labs has reached an impasse with the Brazilian government in negotiations over the pricing of a new anti-AIDS drug, Kaletra. The Brazilian government threatens compulsory licensing unless Abbott drastically reduces the price of Kaletra. View Details
- December 2005
- Article
Up to Code: Does Your Company's Conduct Meet World-Class Standards?
Codes of conduct have long been a feature of corporate life. Today, they are arguably a legal necessity—at least for public companies with a presence in the United States. But the issue goes beyond U.S. legal and regulatory requirements. Sparked by corruption and... View Details
- October 2005
- Class Lecture
Creating Customer-Centric Cultures: Lessons from High-Performance Organizations (FSS)
By: Rohit Deshpande
- February 2005 (Revised November 2006)
- Case
Hewlett-Packard (A)
By: Rohit Deshpande and Seth Schulman
Since its controversial merger with Compaq, Hewlett-Packard had been under pressure by analysts and some stockholders to divest itself of its low-margin PC business. For CEO Carly Fiorina and others on HP's management team, however, PCs seemed integral to the company's... View Details
- January 2005 (Revised November 2009)
- Case
Tata Consultancy Services
By: Rohit Deshpande and Seth Schulman
As CEO of Tata Consultancy Services (TCS), S. "Ram" Ramadorai had grown the company into an emerging IT services powerhouse, with marquee clients such as General Electric, offices in 32 countries, and revenues of nearly $2 billion dollars. Now, he was about to steer... View Details