Roger Moser
Thumbnail Image
Title
Prof. Dr.
Last Name
Moser
First name
Roger
Email
roger.moser@unisg.ch

Filters

16
Reset filters

Settings
Now showing 1 - 10 of 16
  • Publication
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107359
  • Publication
    Switzerland Global Enterprise: Developing Market Entry Strategies for the Indian Luxury & Lifestyle Retail Sector
    (The Case Centre, 2015)
    Moser, Roger
    ;
    Narayanamurthy, Gopalakrishnan
    A Swiss luxury and lifestyle retailer wanted to enter the Indian market. To figure out the optimal market entry strategy, the senior executive team approached the Head of the Swiss Business Hub India of Switzerland Global Enterprise, Michael Enderle, in December 2012 to get his advice. Michael knew that although the Indian luxury market was small in comparison to global standards, it had shown a healthy growth over the last few years and was estimated by analysts to be soon 120%-150% larger than its current size. The Government of India had also recently changed important regulatory aspects associated with FDI which might change the future rules in the Indian retail sector for foreign companies. In addition to the dynamic regulations, other major market specific challenges were considered including diversified consumer segments and a still weak retail infrastructure. Therefore, Michael had to analyse the status quo as well as the future outlook for this retail sector to develop a market entry proposal with implications for the Swiss retailer. http://www.thecasecentre.org/educators/products/view?id=125594
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107360
  • Publication
    Switzerland Global Enterprise: Evaluating the Future FDI Attractiveness of India
    (The Case Centre, 2015)
    Moser, Roger
    ;
    Srivastava, Mohit
    ;
    Raju, Abhishek
    On 12 December 2013, Michael Enderle, Head of the Swiss Business Hub in India, had had a busy day already and still he had a long working day ahead. Tomorrow, a delegation of senior executives from Swiss companies would come to his office and he had to make some recommendations as to whether and how these companies could invest in India. Fortunately, he had recently conducted a study on the future FDI attractiveness of India in 2019 with more than 200 Indian managers and was able to present a balanced view on major aspects of doing business in India for foreign companies. He started reviewing the results of this study in his office to develop a few basic recommendations for the Swiss senior executives. http://www.thecasecentre.org/educators/products/view?id=125596
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107361
  • Publication
    The successful market entry of Belcolor Ltd Flooring into China
    (The Case Centre, 2014)
    Moser, Roger
    ;
    Narayanamurthy, Gopalakrishnan
    ;
    Callarman, Tom
    In 2012, Belcolor Ltd. Flooring was a Swiss Small & Medium Scale Enterprise (SME) offering parquet flooring solutions primarily for the Swiss real estate market. While having focused traditionally on its role as a trading company and intermediary between private as well as corporate end customers and local craftsmen, the changing market conditions forced Dr Stefan Krummenacher, CEO of Belcolor Ltd Flooring, to rethink the company's existing business model. Given his experiences in other manufacturing industries such as Schindler Elevator Corporation and Forbo Flooring Systems, he was clear that his company could only survive if it would achieve two changes at the same time. Firstly, it needed to transform itself slowly from a pure trading company (with low margins and eroding market values) to a high-end niche manufacturer. Secondly, Belcolor Ltd Flooring needed to open up new markets for its niche manufacturing activities focussing on parquet flooring solutions. Stefan strongly believed that China offered most potential for the company's new manufacturing products but as a small SME he was not sure how to handle such a market entry challenge. http://www.thecasecentre.org/educators/products/view?id=125136
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/87946
  • Publication
    Providing Access to Water in Remote Areas: Trunz Watersystems AG in India : Winner of THE CASE CENTRE ANNIVERSARY Conference 2014 (Track: General & Strategic Management)
    (The Case Centre, 2014)
    Narayanamurthy, Gopalakrishnan
    ;
    Moser, Roger
    Trunz Water Systems AG (TWS) was founded in 2007 by a team of 12 experts from water treatment, metal construction and project management. TWS was the youngest business unit of the Trunz Group, a leading metal construction company from Switzerland with 40 years of history. TWS manufactured and distributed sustainable and cost efficient solutions for water purification, water desalination combined with solar power generation. The innovative company offered unique and sustainable solutions for decentralised potable water and electricity supply especially suited for rural areas. The product solutions of TWS were exceptionally energy efficient, independent, compact and environmentally friendly. In 2012, TWS was among the most competitive companies in this niche market and as of June 2012, over 550 TWS projects were operating in more than 30 countries all over the world. However, the market entry in India was not yet successfully completed and top management of TWS was thinking about appropriate business models that would help in successfully expanding in the Indian market. http://www.thecasecentre.org/educators/products/view?id=121009
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/87967
  • Publication
    CROSSROADS Inc. (Part A): Entering the Indian Retail Market
    (The Case Centre, 2014)
    Tyagi, Saransh
    ;
    Singh, Sandeep
    ;
    Moser, Roger
    ;
    Narayanamurthy, Gopalakrishnan
    This is part of a case series. For the last few years, India had been the most attractive retail destination due to its enormous untapped potential and huge manpower supply. Organised retail was projected to grow by over 40% in the next few years and still reach just 7% market share of the entire retail industry depicting the enormous business potential for local and foreign retailers. Crossroads Inc had decided to enter the Indian retail space and Jeff Mitchell, CEO, had to develop the company's market entry strategy for India. The entry of foreign players in the front end was still not allowed and hence Crossroads Inc had to partner with an Indian player or follow the wholesale (Cash & Carry) model of Metro. The target audiences for the case are BSc and MSc students and management trainees who are interested in learning what a Foreign Direct Investment (FDI) strategy implementation in the Indian retail sector looks like. Students need to have some basic understanding of the different international entry modes of firms, country specific FDI regulations with special reference to India, supply chain concepts and the challenges of doing business in emerging markets (eg diversity of business infrastructure, cultural differences, educational voids, workforce skills etc). http://www.thecasecentre.org/educators/products/view?id=122107
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88200
  • Publication
    CROSSROADS Inc. (Part B): In Need of a Strong Supply Chain in India
    (The Case Centre, 2014)
    Tyagi, Saransh
    ;
    Singh, Sandeep
    ;
    Moser, Roger
    ;
    Narayanamurthy, Gopalakrishnan
    This is part of a case series. For the last few years, India had been one of the most attractive retail destinations worldwide because of its enormous untapped potential. Organised retail was projected to grow by over 40% in the next few years and still to reach just 7% market share of the entire retail industry. Crossroads Inc had entered the Indian retail space with an Indian joint venture partner and Jeff Mitchell, CEO of Crossroads Inc, had to develop company's supply chain strategy for India. The initial results had been quite promising and Jeff considered this an ideal opportunity to further invest into the company's Indian supply chain infrastructure in a big way. He wanted to build a robust and agile supply chain to help make the business profitable in the long run. The target audiences for the case are BSc and MSc students and management trainees who are interested in learning the fresh food supply chain management practices in India and also interested to know how the existing players in market are functioning and competitive advantage in this segment. Students need to have some basic understanding of the supply chain concepts and also about the challenges of doing business in emerging markets. http://www.thecasecentre.org/educators/products/view?id=122108
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88201
  • Publication
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/79472
  • Publication
    Deutsche Post World Net: Leveraging Savings with Performance Measures
    (The Case Centre (formerly ECCH), 2007)
    Entchelmeier, Aiko
    ;
    Moser, Roger
    ;
    Schneider, Daniel
    ;
    Jahns, Christopher
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/81454
  • Publication
    Siemens Logistics & Assembly Systems: Implementing A Supply Risk Management System
    (The Case Centre (formerly ECCH), 2007)
    Henke, Michael
    ;
    Moser, Roger
    ;
    Wolf, Julia
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/81600