Up-fuse transforming plastic waste into innovative products: the case study of a sustainable Egyptian start-up

2021 ◽  
Vol 11 (1) ◽  
pp. 1-13
Author(s):  
Shrouk Mahmoud Abdelnaeim ◽  
Noha M. El-Bassiouny ◽  
Pallab Paul
Keyword(s):  
Background Information ◽  
Strategic Decisions ◽  
Mena Region ◽  
Content Type ◽  
Implementation Phase ◽  
Goods And Services ◽  
Academic Level ◽  
Start Up ◽  
Start Ups

Learning outcomes Understand the implementation phase of sustainable start-ups. Identifying the 4 Ps of sustainable start-ups. Understand the different types of challenges faced by Up-Fuse regarding their target customers and their value proposition. Highlighting the important strategic decisions that sustainable start-ups have to consider in their business cycle. Analyzing the differences between the market conditions globally and in the Middle East and North Africa (MENA) region. Case overview/synopsis Sustainable entrepreneurship is the type of entrepreneurship that is market-oriented and creative while at the same time putting the environment, society and economy into consideration. Sustainable entrepreneurs offer value through their goods and services that are beneficial or at least do not harm the environment or the society. The case provides background information and facts about doing business in the MENA region and Egypt specifically. Afterward, the case study emphasizes the challenges that are faced by sustainable entrepreneurs in Egypt through analyzing the case of a sustainable Egyptian start-up. The case study is on Up-Fuse, one of the sustainable start-ups in Egypt that produce backpacks, shoulder and waist bags, laptop sleeves, cases and pouches. This case study aims at describing the different challenges and strategic decisions that sustainable start-ups go through in Egypt. Complexity academic level This case targets undergraduate management students, marketing students, master of business administration students, entrepreneurship students and entrepreneurs. This case can be taught in courses with marketing, entrepreneurship and sustainability focus. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Saregama Carvaan: a phoenix that rose from the ashes

2021 ◽  
Vol 11 (3) ◽  
pp. 1-20
Author(s):  
Tausif Amir Mulla
Keyword(s):  
Consumer Behavior ◽  
Learning Outcomes ◽  
Business Models ◽  
Graduate Program ◽  
Smart Device ◽  
Strategic Decisions ◽  
Content Type ◽  
Profit Center ◽  
Academic Level

Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.

One finance: dealing with Nigeria’s highly-skilled talent constraints

2020 ◽  
Vol 10 (3) ◽  
pp. 1-20
Author(s):  
Mpho Dennis Magau ◽  
Jaco Maritz
Keyword(s):  
Financial Services ◽  
Talent Management ◽  
Short Supply ◽  
Content Type ◽  
Academic Level ◽  
Consumer Lending ◽  
Start Up ◽  
Highly Skilled ◽  
Software Engineers

Learning outcomes This case study aims to provide students with: an understanding of the unique challenges companies in Africa face in attracting and retaining highly-skilled human resources. The ability to critically evaluate various talent recruitment, development and retention options available to companies in Africa. Case overview/synopsis This case study examines the talent management challenges faced by Chijioke Dozie, CEO of Nigeria-based financial services company One Finance (OneFi). Under the brand name Carbon, OneFi operated a digital financial services app that offered loans, bill payments, an investment platform and an electronic wallet. However, Nigeria did not have many professionals with experience in consumer lending and certain technical skills, particularly data scientists and software engineers, was hard to find. Data scientists, for instance, were not only in short supply in Nigeria but also they were in high demand globally. OneFi, therefore, competed against top employers throughout the world, but with a start-up budget. OneFi’s talent management dilemma is a common challenge faced by companies operating within under-developed African economies. The insights and learnings from this case are, therefore, also applicable to other businesses on the continent. Complexity academic level MBA Post Grad. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

scholarly journals Accelerating chemical start-ups in ecosystems: the need for biotopes

2017 ◽  
Vol 20 (1) ◽  
pp. 135-152 ◽  
Author(s):  
Maarten J.G.M. van Gils ◽  
Floris P.J.T. Rutjes
Keyword(s):  
Open Innovation ◽  
Organizational Capacity ◽  
Innovation Process ◽  
Ecosystem Model ◽  
Innovation Ecosystem ◽  
Content Type ◽  
Start Up ◽  
Innovation Practices ◽  
Start Ups

Purpose The purpose of this paper is to clarify the relationship between start-ups and an innovation ecosystem. Start-ups need resources available in the ecosystem to grow, but experience organizational capacity limitations during their open innovation practices. This study frames the “open innovation” interface and discloses ways to accelerate the process of connecting start-ups’ demands to ecosystem’s supplies. Design/methodology/approach A case study was used to describe the development of a conceptual ecosystem model to frame the “open innovation” interface and its subsequent implementation at nine start-up hotspots in the Dutch chemical industry. To develop the ecosystem model, the system of innovation concept was enriched with the perspective of a chemical start-up to pinpoint critical resources for growth. Findings It is suggested that the most relevant “open innovation” interface for start-ups looking to grow is an innovation biotope: a well-defined, business-oriented cross-section of an ecosystem. All stakeholders in a biotope are carefully selected based on the entrepreneurial issue at stake: they can only enter the secured marketplace if they are able to provide dedicated solutions to start-ups. The biotope enables “open innovation in a closed system” which results in acceleration of the innovation process. Originality/value This is the first study to report on the definition and implementation of an innovation biotope as the “open innovation” interface between an ecosystem and start-ups. In addition, it provides a powerful tool, the ecosystem canvas, that can help both regional and national innovation systems to visualize their ecosystem and identify blind spots.

Zolostays: competing in Indian co-living space

2021 ◽  
Vol 11 (1) ◽  
pp. 1-20
Author(s):  
Surajit Ghosh Dastidar ◽  
Nitin Gupta ◽  
Damini Raichandani
Keyword(s):  
Competitive Strategies ◽  
Or Education ◽  
Content Type ◽  
Defense Strategies ◽  
Academic Level ◽  
Living Space ◽  
Start Up ◽  
Market Leadership ◽  
Executive Level

Learning outcomes The key learning objectives are mentioned as follows: to understand the attractiveness of the co-living sector using Michael Porter’s five forces model; to do competitive analysis of ZOLO by understanding its objectives, strengths and weaknesses; to understand various competitive strategies which ZOLO’s competitors could apply against it; and to understand application of various defense strategies, which ZOLO would follow to retain its market leader position. Case overview/synopsis ZoloStays (ZOLO) was an Indian real-tech start-up based in Bengaluru. It was in the business of co-living, i.e. providing affordable accommodation for students and young professionals who had to leave their home and temporarily settle in other cities in search for jobs or education. ZOLO had grown 300% and had served over 50,000 customers across 10 Indian cities, since its inception in 2015. It had claimed to be the largest co-living brand in India in FY 2019. Nikhil Sikri (Sikri), who was a Co-founder of ZOLO, had big plans of expanding the firm to a million beds in 5 years. However, increasing awareness of a huge untapped market in the co-living sector had led to entry of a flurry of competitors. Notable among them were Nestaway, Colive, StayAbode, CoHo and OYO Life. Facing such intense competition Sikri had the challenge to be able to sustain his company’s early momentum. How would he retain ZOLO’s market leadership position? What would be the best strategy to achieve further growth? Should ZOLO diversify into allied services or apply a more focused strategy? Sikri was facing all these challenging questions and had to quickly address them to continue to lead in this competitive race. Complexity/academic level The case can be taught in advanced undergraduate, MBA or executive-level programs dealing with marketing. This case study helps students in dealing with issues pertaining to a given market sector where a firm is operating, the strategies that could be used by the competitors and application of competitive strategies which the firm can apply. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing

scholarly journals Open accelerators for start-ups success: a case study

2017 ◽  
Vol 20 (1) ◽  
pp. 80-111 ◽  
Author(s):  
Cinzia Battistella ◽  
Alberto F. De Toni ◽  
Elena Pessot
Keyword(s):  
Open Innovation ◽  
Research Question ◽  
Innovation Process ◽  
Open Approach ◽  
Content Type ◽  
Start Up ◽  
The One ◽  
Innovation Practices ◽  
Start Ups

Purpose The purpose of this paper is to investigate how the context of open innovation offered by accelerators can affect the successful growth of start-ups. The authors explore accelerators practices and tools in sustaining start-ups and increasing survival probability in their innovation process, with the aim of addressing the following research question: how can start-ups benefit from participation in an accelerator programme from an open innovation perspective? Design/methodology/approach A review of the literature on start-up successes and failures and on major practices in the open innovation paradigm was carried out, delineating them in the context of accelerators. Given the absence of literature on accelerator practices for supporting start-ups, and aiming at a comprehensive understanding of how the open environment within the accelerator influences a start-up’s survival (or even success) by mitigating the probability of failure, the authors conducted an exploratory case study in an English accelerator. Findings The open innovation practices mediated by an accelerator and the ones that are not covered, but that can benefit a start-up’s survival, are shown. On the one hand, main effective practices, such as dyadic co-creation with accelerator network partners and crowdsourcing, are revealed to address mostly the lack of, or wrong direction in, product, marketing and relative managerial abilities, which are not usually owned by a start-up due to its “newness”. On the other hand, some causes of failures, such as the intrinsic characteristics of founder teams, do not seem to be addressed by an open approach and neither does participation in an accelerator programme. Originality/value This paper is the first to study and link the literature on accelerators, start-ups and open innovation.

Leadership through differentiation: Hero’s journey with Niloy Motors in the motorcycle industry of Bangladesh

2021 ◽  
Vol 11 (1) ◽  
pp. 1-20
Author(s):  
Mir Mohammed Nurul Absar ◽  
Ritu Srivastava ◽  
Sadia Akhter
Keyword(s):  
Emerging Market ◽  
High Growth ◽  
Strategic Decisions ◽  
Content Type ◽  
Cost Leadership ◽  
Global Brands ◽  
Academic Level ◽  
New Variant ◽  
Motorcycle Industry

Learning outcomes This case study can be taught in the core courses on marketing management and strategic management at the postgraduate level management programmes. This case would facilitate students’ to appreciate the context of a business-level strategy in congruence with the firm’s corporate goals in an emerging market. This case study discussion will enable students to: understand and appreciate the opportunities and the nature of the emerging market, explain the strategic decisions that can impact the survival of the global brands in new markets, explain different types of business-level strategy and their appropriate application, synthesise various industry and market-related information into the selection and justification of any particular business-level strategy and learn the technique of perceptual mapping. Case overview/synopsis Hero MotoCorp Limited of India; the world’s number one motorcycle company by volume, established its second global manufacturing facility in Bangladesh in 2018 with the Nitol-Niloy Group. A sister concern, Niloy Motors Limited (NML), had been in charge of the marketing, distribution and sales of the brand “Hero”. Abu Aslam, as the Chief Marketing Officer of NML soon had to confront this fast-paced and highly competitive motorcycle market of Bangladesh. He needed to meet the corporate goal of becoming the market leader by the year 2025. On the one hand, Hero was comparatively a late entrant; on the other hand, the market accommodated almost all popular global brands such as Bajaj, TVS and Honda. The high growth economy with a rising middle class and a favourable government policy had made the Bangladeshi motorcycle industry quite lucrative for the global manufacturers. Upon its entrance, Hero found a price-sensitive market where it soon became number two by adopting the cost-leadership strategy. However, the incessant price-cutting by the players led to the price war, and every company was losing profit. The resulting situation had created a strong challenge for Aslam as achieving the market leadership through cost-leadership seemed to be an impractical strategy. Towards the end of the 2019–2020 sales-year, Aslam introduced a new variant of Splendor Plus to the entry cc segment with some new features and a slightly higher price. Receiving a significant positive customer response, Aslam was seriously considering sailing away from cost-leadership. Now, Aslam was in a dilemma as he needed to choose from the three alternatives of adopting the differentiation strategy, namely, differentiation, focussed differentiation and broad differentiation. Complexity academic level Not applicable. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Bright Soluble Private Limited: a case study on accounting process

2020 ◽  
Vol 10 (2) ◽  
pp. 1-21
Author(s):  
Puneet Dubblish ◽  
Shikha Bhatia
Keyword(s):  
Learning Outcomes ◽  
Financial Reporting ◽  
Business Schools ◽  
Financial Statements ◽  
Financial Accounting ◽  
Content Type ◽  
Academic Level ◽  
Start Up ◽  
Financial Transactions

Learning outcomes Learning outcomes of this paper are to analyse, record and classify financial transactions; prepare unadjusted trial balance; record the adjustment and closing entries and prepare post-closing trial balance; and prepare financial statements. Case overview/synopsis The case aims to induce users to draw up financial statements from the details provided. The complete accounting process is covered through solving the case. The case follows a start-up company from its first set of financial transactions to preparing the first set of financial statements. The case will help in application of accounting concepts, principles and the processes for recording transactions and preparation of financial statements. Complexity academic level The case is best suited for senior undergraduate- and graduate-level students of management/business schools in the courses of introductory financial accounting, intermediate accounting and financial reporting. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: accounting and finance.

Green Agrevolution Pvt Ltd: delivering 360° “seed-to-market” solution

2019 ◽  
Vol 9 (1) ◽  
pp. 1-23
Author(s):  
Aditya Sinha ◽  
Suresh Jha ◽  
Amritesh Amritesh
Keyword(s):  
Value Chain ◽  
Business Students ◽  
Cropping Pattern ◽  
Strategic Decisions ◽  
Content Type ◽  
Academic Level ◽  
Local Resources ◽  
Start Up ◽  
Catchment Areas ◽  
Technological Platform

Learning outcomes The purpose of this paper is to introduce learners to a successful Agri-start-up where they can explore the existing challenges and critical strategic decisions for the firm’s growth. Case overview/synopsis Shashank, the CEO and co-founder of an agriculture-based Indian start-up Green Agrevolution Pvt Ltd (GAPL), is planning to reach out to more than one million farmers by 2021-2022, which is more than 20 times of the present volume. His team is presently serving around 42,000 farmers with a home-grown technological platform DeHaat which provides end–to-end services right from seed to the market. Micro-entrepreneurs are selected and groomed to act as local touchpoints for farmers in the respective catchment areas ranging from 3 to 5 km. Shashank has been a recipient of multiple accolades and recognition and is now firmly seated to drive his start-up to the next level of growth and pan-India market penetration. The venture also requires an understanding of segment-specific needs, cropping pattern, using local resources and channelizing the advisory services to occupy a central role in the value chain. There are other impending issues such as low smartphone adoption, low internet access and lack of entrepreneurial mindset among the rural youth. Similar issues were relatively backward states of India with little or no provision of app-based services. Will he be successful to expand on such a high pace in other States with the existing resources and capabilities? Complexity academic level Senior undergraduate and Master's level business students 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

scholarly journals Competing with the grey market: Puzey and Payne in Zimbabwe

2018 ◽  
Vol 14 (2) ◽  
pp. 145-163 ◽  
Author(s):  
Amon Simba ◽  
David J. Smith ◽  
Tatenda Dube
Keyword(s):  
Automobile Industry ◽  
Spare Parts ◽  
Background Information ◽  
Research Approach ◽  
Strategic Decisions ◽  
Content Type ◽  
Postgraduate Students ◽  
Business Operations ◽  
The Impact

Synopsis The case study analyses competition in the automobile industry in Zimbabwe, a developing economy. From that perspective, it discusses Puzey and Payne’s business operations; a company with a long-standing history in the country’s automobile industry. Since its establishment during the Colonial era, the company endured a prolonged period of rapid car and spare parts sales decline in 2012. Following a management buyout deal in 2013, the decline in sales proved to be its real dilemma and it required strategic decisions to diffuse the impact of the “grey markets”. Government policies added to the company’s problems. Research methodology The case study follows a qualitative research approach. Information about Puzey and Payne’s business operations was gathered from archived materials, through qualitative conversations as well as company artefacts. Published materials in newspapers and magazines were used to provide background information. Relevant courses and levels The case study is appropriate for both undergraduate and postgraduate students studying International Business Management.

Circular start-up development: the case of positive impact entrepreneurship in Poland

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Boleslaw Rok ◽  
Monika Kulik
Keyword(s):  
Business Model ◽  
Business Models ◽  
Positive Impact ◽  
Data Gathering ◽  
Content Type ◽  
Start Up ◽  
Multiple Case ◽  
Start Ups ◽  
The Impact

Purpose The purpose of this paper is to explore how circular start-ups design and implement innovation into their business models to increase their positive impact. Design/methodology/approach This qualitative study is based on an exploratory multiple-case study involving six circular start-ups with positive impact in Poland. Data gathering took place via in-depth interviews with start-up founders. Findings The analysis demonstrates that three factors, which are strongly interconnected, can significantly influence the development of a circular start-up. The first is the purpose-led motivation for circularity as a solution, mostly concentrated on the environmental education of different market actors. The second factor is built on the aim to increase the positive impact by addressing the most pressing social and environmental problems. It determines the impact on society as well as on the environment and the extent to which its model can be scaled up. The third factor is driven by the understanding of the purpose of the innovation, concentrated on the business model innovation regarding circularity. Practical implications This paper demonstrates the benefits for diverse stakeholders and the importance of using circular business models in start-up development. Circularity can be perceived as a main part of the new approach to improve sustainability. Originality/value Circular start-ups represent a new phenomenon in the entrepreneurial market. While the structure and logic of the circular business model in start-ups are significantly unexplored in the management literature, this model is viewed as a crucial step in the direction of increasing the positive impact of start-ups. From a theoretical and practical perspective, it is important to understand the differences and similarities in this area within different markets.

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