Deal of the day at Cherry.ee

2011 ◽  
Vol 1 (3) ◽  
pp. 1-13
Author(s):  
Katri Kerem ◽  
Dietmar Sternad
Keyword(s):  
Social Media ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Business Model ◽  
Strategic Decision ◽  
First Year ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Start Up ◽  
Deal Of The Day

Subject area Marketing, branding, strategic management, online retailing, and entrepreneurship. Study level/applicability Postgraduate courses in: strategic management; marketing management (branding); and entrepreneurship. Case overview The case describes the founding and the first year of an Estonian internet start-up, the “deal-of-the-day” web site Cherry.ee. The focal topic of the case is the analysis of alternative scenarios for the further development of the company after the first year in business: selling the company, entering into a merger with similar businesses, or continuing to develop the brand independently. The case gives an example of creating a new market, introducing a new business model and launching a brand with substantial use of social media marketing. The successful business model was quickly copied by a lot of followers creating a fierce competitive environment and raising a question of sustainability of the competitive advantage. The case provides an opportunity to discuss how to strategically handle the development of a growing start-up company in an increasingly competitive market environment. Expected learning outcomes Understanding the critical success factors and potential pitfalls for an internet start-up; developing skills to critically analyze the concept of sustainable competitive advantage; comprehension of the main factors influencing the strategic decision on whether to follow a growth, cooperation, or exit strategy; and awareness of the relative advantages of online and offline marketing and understanding how social media strategies can be used to build a brand. Supplementary materials Teaching note.

Radical innovation of a business model

2016 ◽  
Vol 26 (2) ◽  
pp. 132-146 ◽  
Author(s):  
Sarah Philipson
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Business Performance ◽  
Radical Innovation ◽  
Sustainable Competitive Advantage ◽  
Tacit Knowing ◽  
Content Type ◽  
Service Firm ◽  
Dominant Logic ◽  
Structural Capital

Purpose – This paper aims to investigate key antecedents to the use of radical innovation of the business model of a service firm to achieve competitive advantage. “Business model” emerged fairly recently as an academic concept, competing with “sustainable strategic competitiveness”, “strategic fit” (Porter, 1996) and “dominant logic” (Prahalad and Bettis, 1986) to give key explanatory understanding of firm performance. Design/methodology/approach – The article is based on action research, in which the re-engineering of a service business turned into radical innovation of the business model. Findings – Radical innovation (conceived of as a new dominant logic) of the business model of a service firm is shown to give sustainable competitive advantage. It shows how fundamental the concept of business model is to understanding the nature of the business and links it to fundamental academic discussion of recent decades around concepts such as “sustainable competitive advantage”, “structural capital” and “tacit knowing”. Research limitations/implications – This is based on a case, and more research is needed to generalize the findings. Practical implications – In contrast to the knowledge management and structural capital evangelization, much tacit knowing cannot be converted to structural capital. Originality/value – Business model is a central concept to understand business performance, but must not be conceived as all-encompassing. We give a model for what the concept should cover and contrast it with other important models.We show the role of tacit knowledge in a business model.

Culture vs strategy: which to precede, which to align?

2019 ◽  
Vol 12 (1) ◽  
pp. 116-136 ◽  
Author(s):  
Amarjeev Kaul
Keyword(s):  
Organizational Culture ◽  
Business Model ◽  
Cultural Context ◽  
Strategic Decision ◽  
General Strategy ◽  
Content Type ◽  
Military Organization ◽  
Sustained Competitive Advantage ◽  
Start Up ◽  
Strategic Goals

Purpose Appreciation of the utility of strategy and the vitality of the culture in an organization can realize the development of a new culture-centric strategic business model (SBM). Culture beats, eats or trumps strategy is a legitimate and powerful argument often thrown to the air. The purpose of this paper is to un-code the relevance of this argument and to decode its significance. Design/methodology/approach This is a conceptual paper and builds on prior conceptual and empirical management research related to strategy and organizational culture. The approach is unbiased toward either strategy or culture. Findings The conclusion arrived at is that, in general, strategy must precede culture and culture must be aligned. In specific instances of governance, inner workings of a military organization, cross-cultural context of negotiations, creative advertising and management of change culture may predominate in tactics. Furthermore, with a strategy gone astray, or in the instance of a floundering business or start-up venture, culture must shift to first gear, lead the requisite goal and path development, and strategy must be aligned in the transition. A strategy–culture fit supports a sustained competitive advantage by virtue of a firm’s unique culture proposition (UCP). Research limitations/implications The development of a culture-centric SBM will need to be tested by empirical research. The UCP will also need to be researched further. Practical implications The conclusion that strategy should generally precede culture will guide firms from not letting their organizational culture from undermining the success of major shifts in strategic goals and business model positioning. Originality/value The conceptual arguments will help leaders and managers from marginalizing the value of strategy. However, managers will also be directed toward paying attention to the damaging consequences of ignoring culture. Furthermore, managers will be able to appreciate that culture must not drive strategy, except in specific strategic decision-making contexts.

Marico – competing with an innovative business model

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Sumit Mitra ◽  
Ranjith V.K.
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Product Innovation ◽  
Business Models ◽  
Subject Area ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Innovative Company ◽  
Executive Mba

Subject area Strategic Management. Study level/applicability MBA, Executive MBA. Case overview This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage. Expected learning outcomes Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Product Innovation and Personalization via Social Media

2022 ◽  
pp. 288-302
Author(s):  
Rajiv Ranjan
Keyword(s):  
Social Media ◽  
Educational Technology ◽  
Big Data ◽  
Competitive Advantage ◽  
Industry 4.0 ◽  
Corporate Sustainability ◽  
Venture Capitalists ◽  
Sustainable Competitive Advantage ◽  
Customer Data ◽  
Start Up

Innovation of products continually, customization, and personalization are the strategies to gain sustainable competitive advantage for companies operating in Industry 4.0 era. Corporations tend to turn to the new social media for access to customer data. How much big data in terms of variety, veracity, velocity, and volume the corporation has determines its prediction architecture and hence customer satisfaction. This is reflected both in terms of inflecting revenues as well as investment from the venture capitalists (VCs), who then see great potential in the business, whether it be a start-up, an established organization, or its spin-off. This chapter explains this new management strategy for corporate sustainability through application of social media to acquire personal consumer and customer data. This is to devise customised products, personalize experience, and innovate for the two. The chapter takes exceptional growth story of BYJU's an educational technology company, as an example to elucidate the theory, concepts, and ideas discussed.

COMFED: the new challenges of diversification

2017 ◽  
Vol 7 (2) ◽  
pp. 1-26 ◽  
Author(s):  
Sanjay Dhir ◽  
Swati Dhir
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Subject Area ◽  
Brand Names ◽  
Special Focus ◽  
Sustainable Competitive Advantage ◽  
National Capital Region ◽  
Content Type ◽  
Bulk Milk ◽  
Bihar State

Subject area COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency of Operation Flood programme of dairy development on “Anand” pattern in Bihar. In 1983, COMFED started with just 1,030 cooperatives, which had risen to 11,400 in 2012. Apart from B2C segment of milk and milk products in Bihar and Jharkhand, COMFED’s major revenue source was its B2B business where they sent bulk milk to Kolkata, Manesar and Delhi. They supplied to Amul and Mother Dairy, which were the biggest Indian cooperatives, and allowed them to use their own brand names. In 2012, Mrs Harjot Kaur, the Managing Director of COMFED, aspired to market COMFED products all over India under the “Sudha” brand, with special focus on National Capital Region region. Moreover, Mrs Kaur also wanted to expand COMFED’s geographical reach to other countries such as Bangladesh and Bhutan. Study level/applicability Strategic management, Diversification. Case overview Mrs Harjot Kaur was the Managing Director of Bihar State Co-operative Milk Federation (COMFED). COMFED is a rural organisation involving 6 lakh farmers. Starting with just 1,030 cooperatives in 1983, the number of cooperatives had risen to 11,400 in 2012. The milk production was 11 lakh litres per day, and the annual turnover in 2011-2012 was Rs 1,503.00 crore, 11 per cent more than that of previous year. Mrs Kaur was committed to serve COMFED customers and realise the dream of having at least one dish of Bihar in the plate of every Indian. Mrs Kaur envisaged COMFED producing 44 lakh litres milk per day from the existing 11 lakh litres per day, covering around 60 per cent villages of the state against the existing 33 per cent in 2013. COMFED was also trying to capture new markets. At present COMFED sent bulk milk to Delhi, Manesar and Kolkata, where it was sold by various dairy cooperatives such as Amul and Mother Dairy under their own brand names. Mrs Kaur aspired to market COMFED milk under the “Sudha” brand all over India. Moreover, Mrs Kaur was also looking to export to other countries such as Bangladesh and Bhutan. As Mrs Kaur was crafting the future path for COMFED, she also realised that above all the external challenges that exist, an internal vice – complacency – was the biggest hurdle her company had to face. Expected learning outcomes The case would be helpful for students to understand the concepts of competitive advantage, sustainable competitive advantage, industry structure, general environment, strategic positioning, diversification, internal analysis, external analysis and business level strategy in a strategic management course. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Internal factors & consequences of business model innovation

2019 ◽  
Vol 57 (1) ◽  
pp. 262-290 ◽  
Author(s):  
Makhmoor Bashir ◽  
Rajesh Verma
Keyword(s):  
Theoretical Model ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Business Model ◽  
Business Model Innovation ◽  
Important Predictor ◽  
Strategic Flexibility ◽  
Sustainable Competitive Advantage ◽  
Internal Factors ◽  
Content Type

PurposeThe purpose of this paper is to propose a theoretical model of business model innovation based on evidences from the past literature. The paper established a link between business model innovation (BMI) strategic flexibility, competitive advantage and firm competence.Design/methodology/approachThe study was approached from a theoretical perspective using previous literature on BMI from 2000 to 2017, as per the recommendations of Tranfieldet al.(2003). A total of 104 conceptual and empirical articles on BMI research spanning from 2000 to 2017 were analyzed based on different classification schemes.FindingsThe study proposed a theoretical model of BMI and discussed how the various internal factors, such as organizational culture, organizational structure, organizational inertia, leadership and technology drive BMI. The study highlighted how BMI gives companies sustainable competitive advantage. The study also highlighted that the BMI is an important predictor of firm performance and strategic flexibility. Further, the study found that the firm size and firm inexperience mediate the influence of BMI on firm competence.Research limitations/implicationsThe study highlights how BMI can be a source of sustainable competitive advantage and enhance the firm competitiveness and strategic flexibility of a firm.Originality/valueThis study is the first of its kind which has developed a conceptual model on the various internal factors and consequences of BMI. The study highlighted how BMI is an important predictor of firm performance, competitive advantage and strategic flexibility.

Out with the old

2018 ◽  
Vol 34 (11) ◽  
pp. 11-13
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Business Model ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Start Up ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Established organizations become stuck sticking to the old ways, the business model that brought the initial success. When these organizations struggle, they need to look to uncertainty, and embrace the mantra of a start-up to help regain a competitive advantage. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Enigmatic brothers’ uniquecorn poised to be a unicorn

2021 ◽  
Vol 11 (4) ◽  
pp. 1-54
Author(s):  
Mohammad Rishad Faridi ◽  
Saloni Sinha
Keyword(s):  
Strategic Management ◽  
Exponential Growth ◽  
Circular Economy ◽  
Linear Growth ◽  
Scale Up ◽  
Growth Mindset ◽  
Content Type ◽  
Generation Z ◽  
Start Up

Learning outcomes Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business. Case overview/synopsis Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for? Complexity Academic Level Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops. Supplementary materials www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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