Team Ramen, HSBC22 Internationals, 2nd Round
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The document lists the names of 4 students - Afnan Faruk, Sadman Sakib Syed Shadab Abdullah Azwad - who are affiliated with the Institute of Business Administration at the University of Dhaka.
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Team Ramen, HSBC'22 Internationals, Final Round
The document lists 4 names: Afnan Faruk, Institute of Business Administration, University of Dhaka, Sadman Sakib Syed Shadab Abdullah Azwad. It appears to be listing individuals and their affiliations but provides no other context.
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The document lists 4 names: Afnan Faruk, Institute of Business Administration, University of Dhaka, Sadman Sakib Syed Shadab Abdullah Azwad. It appears to be listing individuals and their affiliations but provides no other context.
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3) The Indian SaaS ecosystem has potential to create $1 trillion in value and nearly half a million jobs by 2030.
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The goal of the communication campaign is to portray Eskedar Coffee bar as a bridge for cultural exchange to encourage social integration. The target audience are consumers willing to discuss cultural exchange and social issues openly. The campaign will focus on sharing personal stories through the hashtag "#shadesofcoffee" to increase cultural awareness and emphasize the need for social integration by highlighting different shades of life experienced by refugees and minorities.
Creative Shock'21 Case, 2nd Case
The document provides background information on Eskedar Coffee, a social business founded by a refugee in Lithuania that aims to help refugees integrate into society through coffee. It outlines the company's mission, products, services, audience and future plans. It then tasks the reader with developing an unconventional and low-cost communication campaign for Eskedar Coffee to raise awareness of the brand and social issue in the European market. The campaign must be presented in two parts: 1) a communication brief and 2) a 3-minute pitch video or script outlining the campaign idea.
Creative Shock'21, 1st Case
A philanthropic investor has provided $660 million to build a land-based recirculating aquaculture system (RAS) facility to produce salmon sustainably. The facility will be built by the non-profit organization Oceans for the Future in the country of Metroland. Three potential districts were identified for the facility's location. The facility aims to produce 40,000 metric tons of salmon annually by 2025, generate $600 million in cumulative profit by 2030, and satisfy environmental, social, and governance (ESG) criteria.
Cornell'21 Case, Final Round
The document provides background information on the 2021 Cornell Emerging Markets Institute Case Competition. It discusses Totowaka Inc., an e-commerce platform operating in 10 African countries that faces financial inconsistencies and challenges to its business model. Participants are tasked with recommending Totowaka's next steps to maintain its leading position in the African e-commerce sector and prepare for competition from local and international players. The document outlines guidelines for submitting proposals and pitching solutions. It also provides context on Africa's growing population, economies, and e-commerce opportunities across different regions to help inform recommendations.
Cornell'21 Case, 1st Round
The document provides information about the 2021 Cornell Emerging Markets Institute Case Competition. It discusses the theme of building the future on ESG excellence and addresses challenges that emerging markets companies face from the COVID-19 pandemic. The case competition asks teams to advise Totowaka Inc, an e-commerce platform in Africa, on securing its financial future. Guidelines are provided for submitting proposals and pitching to finalist teams. Background on Totowaka and the African market is also given.
Team Ramen, Cornell'21, Intra Round (IBA)
The document provides an overview of IndiPharmaCo, a major Indian pharmaceutical company. It discusses issues with IndiPharmaCo's current supply chain model, including high dependence on China for raw materials and overreliance on exports to the US market. The document then presents alternatives and a proposed solution to address these issues in both the short and long term. In the short term, the solution focuses on prioritizing high-demand markets, leveraging existing suppliers, and optimizing logistics. In the long term, it recommends a decentralized approach through market-specific strategies, diversifying sourcing partners, and expanding into emerging markets through regional hubs. Detailed plans of action and contingencies to combat risks are also
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