Odds & Edge: on the edge

2021 ◽  
Vol 11 (4) ◽  
pp. 1-24
Author(s):  
Kinjal Jethwani ◽  
Kumar Ramchandani
Keyword(s):  
Circular Economy ◽  
Learning Objectives ◽  
Fashion Industry ◽  
Growth Strategies ◽  
Graduate Level ◽  
Content Type ◽  
Post Graduate ◽  
Academic Level ◽  
The Future ◽  
Exit Strategies

Case overview Odds & Edge, a micro venture based in Ahmedabad, India, has created a niche for itself in the affordable designer wear segment. Covid-19 induced lockdown pushed Odds & Edge to the brink of collapse. And because of the severe cash crunch partners need to take a call regarding the continuation or closure of the venture. The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. The case setting is inside Odds & Edge and it was May 01, 2020, when Ms Jheel Jain - a partner & the protagonist, needed to decide the future of the venture. Participants will have a brief understanding of entrepreneurial traits and will also learn about the Ansoff Model of expansion in case of continuation and the different exit choices for an entrepreneur. As Odds & Edge operates in the fashion industry, students will be able to understand the concepts such as Ecopreneurship, Circular Economy, and Trashion. The case follows through the background of Ms Jain, the ideation stage, and the players in the Trashion Industry. It then moves on to the operation of Odds & Edge narrating the process, products, and partners of the venture. The case ends with the decision dilemma for Ms Jain i.e. should she continue? If yes then how could Odds and Edge expand & grow? Or Should Jheel surrender and exit? If yes then what are the probable exit choices for her? Learning objectives 1. to understand the concept of Ecopreneurship, Circular Economy and Trashion; 2. to identify and discuss common entrepreneurial traits; 3. to analyze the Ansoff Matrix for exploration of various expansion/growth strategies; and 4. to understand different exit strategies available to an entrepreneur. Complexity academic level The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. Supplementary materials Teaching notes are available for educators only. Subject code CCS 3: Entrepreneurship.

SHEROES: entrepreneurship by acquisitions and organic growth

2021 ◽  
Vol 11 (2) ◽  
pp. 1-21
Author(s):  
Deepa Kumari ◽  
Ashutosh Dash
Keyword(s):  
Online Community ◽  
Secondary Data ◽  
Growth Strategy ◽  
Growth Strategies ◽  
Community Based ◽  
Content Type ◽  
Post Graduate ◽  
Academic Level ◽  
Organic Growth ◽  
Teaching Cases

Learning outcomes The students should be able to understand the potential and competitive advantage of community-based business model. The students should be able to familiarise themselves with the concept of entrepreneurship through acquisitions. The students should be able to decide when a firm should use acquisition as a key driver coupled with fewer efforts on organic growth or vice-versa. The student should be able to evaluate the success or failure acquisition as a growth strategy. The student should be able to evaluate the key metrics and other variables in the acquisition of target companies. The students should be able to wear the shoes of the protagonist and resolve the dilemma. Case overview/synopsis The teaching case looks at the dilemma of Sairee Chahal. Chahal is the founder of SHEROES, an online community for women. SHEROES started as an online career ecosystem for women. As time progressed Chahal witnessed conversations beyond career and moved towards women-centric themes. Chahal decided to pivot it into an online community for women. Her growth strategy for SHEROES has primarily been driven by serial acquisitions coupled with dispersed efforts on organic growth. In the meanwhile, Chahal had harboured an ambition to bring 100 million users to SHEROES by the year 2024. In a period spanning from 2016–2020, SHEROES acquired six niche women-centric companies. SHEROES grew to be a community of 1 million users to 20+million women users by 2020. On the other hand, the industry leader, Mogul used a diametrical approach to grow the platform into 30+million users by 2020. It had primarily used organic growth strategies such as content development, designing courses, referrals and many more. However, Chahal found herself in a dilemma when a reporter posed a question to Chahal. Chahal’s growth strategy depended on acquisitions, coupled with less effort in organic growth. Conversely, Mogul grew primarily via organic growth strategies. The reporter’s question forced her to question and revisit her growth strategies. She wondered if a target of 100 million users could be achieved with the acquisition as a major driver and less effort invested in organic growth or whether it might be better to make organic growth the key growth strategy while pushing acquisitions to the back seat. The uniqueness of the case lies in the female protagonist who is trying to build a larger-than-life community primarily via acquisitions with little effort on organic growth. Such a phenomenon has rarely been explored in teaching cases. The case is based on secondary data and the information is available in the public domain. Complexity academic level The case is designed for post-graduate students in the entrepreneurship curriculum. Within entrepreneurship, it is well-suited for use in specialised courses on “growth of an entrepreneurial venture” or “entrepreneurial strategies”. An instructor may take it up in the middle of the module as students would have familiarised themselves with various growth strategies. An instructor may use the case for a very niche course such as entrepreneurship through acquisition. An instructor may take it up as an introductory case in such a course. It can also be used in the executive programme aimed at “women entrepreneurship”, “community-based model” and “serial acquisitions” to teach how women or founders create and grow entrepreneurial ventures with acquisitions or communities as their focal tenet. The case has been tested in the authors’ post-graduate student’s entrepreneurship course. An instructor can use it when the instructor wants to discuss the various growth strategies available to an entrepreneurial firm. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

An Imbizo at the busy corner

2019 ◽  
Vol 9 (3) ◽  
pp. 1-17
Author(s):  
Jabu Maphalala ◽  
Steven Zwane
Keyword(s):  
Learning Outcomes ◽  
Second Generation ◽  
Informal Settlements ◽  
Change Leadership ◽  
Graduate Level ◽  
Female Entrepreneurs ◽  
Content Type ◽  
Post Graduate ◽  
Academic Level ◽  
Letting Go

Learning outcomes The learning outcomes provide insights into how organisations have emerged out of such changes in the external environment, additional complexities that female entrepreneurs have to navigate in patriarchal societies and complexities of handing over control of a family business by the founding generation takes. Case overview/synopsis This case is about Rita Zwane’s dilemma as she was about to hand over the management and leadership of Imbizo Shisanyama Restaurant to her son. As founder and Chairperson of the enterprise, Zwane founded the business over 20 years ago and had seen it grow from being housed in a customised shipping container to annually turning over millions of rands per year. Her dilemma was borne out of the belief that many family businesses collapsed after being taken over by the second generation. While Zwane grudgingly admitted that Senzo’s involvement in the business had increased turnover and efficiencies, she was reluctant to let go. This raises a question of whether her dilemma was not only her concern on Senzo’s management abilities but also her difficulty in letting go. The case is suitable for management and change leadership courses on a post graduate level where theories such as attachment theory could be taught to demonstrate that the problem is not always the new leadership in transitioning businesses from the founding generation to second generation of leaders. This is particularly for small and medium-sized enterprises where Imbizo Shisanyama Restaurant is situated. Imbizo Shisanyama Restaurant was founded in 1997 during a period when the abolition of many apartheid laws saw an unprecedented urbanisation process leading to the mushrooming of informal settlements. It is this mushrooming of informal settlements that enabled the establishment of Imbizo Shisanyama Restaurant. The case will provide some insights into opportunities that opened up for Zwane in this pivotal period. Complexity academic level Post Graduate Level 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 3: Entrepreneurship.

“Enabling circular business models in the fashion industry: the role of digital innovation”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Phuc Hong Huynh
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Digital Technologies ◽  
Theory And Practice ◽  
Chain Model ◽  
Fashion Industry ◽  
Digital Innovation ◽  
Content Type ◽  
Radical Innovations

PurposeDigital innovation and circular business model innovation are two critical enablers of a circular economy. A wide variety of digital technologies such as blockchain, 3D printing, cyber-physical systems, or big data also diverges the applications of digital technologies in circular business models. Given heterogeneous attributes of circular business models and digital technologies, the selections of digital technologies and circular business models might be highly distinctive within and between sectorial contexts. This paper examines digital circular business models in the context of the fashion industry and its multiple actors. This industry as the world’s second polluting industry requires an urgent circular economy (CE) transition with less resource consumption, lower waste emissions and a more stable economy.Design/methodology/approachAn inductive, exploratory multiple-case study method is employed to investigate the ten cases of different sized fashion companies (i.e. large, small medium-sized firm (SME) and startup firms). The comparison across cases is conducted to understand fashion firms' distinct behaviours in adopting various digital circular economy strategies.FindingsThe paper presents three archetypes of digital-based circular business models in the fashion industry: the blockchain-based supply chain model, the service-based model and the pull demand-driven model. Besides incremental innovations, the radical business model and digital innovations as presented in the pull demand-driven model may be crucial to the fashion circular economy transition. The pull demand–driven model may shift the economy from scales to scopes, change the whole process of how the fashion items are forecasted, produced, and used, and reform consumer behaviours. The paths of adopting digital fashion circular business models are also different among large, SMEs and startup fashion firms.Practical implicationsThe study provides business managers with empirical insights on how circular business models (CBMs) should be chosen according to intrinsic business capacities, technological competences and CE strategies. The emerging trends of new fashion markets (e.g. rental, subscription) and consumers' sustainable awareness should be not be neglected. Moreover, besides adopting recycling and reuse strategies, large fashion incumbents consider collaborating with other technology suppliers and startup companies to incubate more radical innovations.Social implicationsAppropriate policies and regulations should be enacted to enable the digital CE transition. Market patterns and consumer acceptances are considered highly challenging to these digital fashion models. A balanced policy on both the demand and supply sides are suggested. The one-side policy may fail CBMs that entail an upside-down collaboration of both producers and consumers. Moreover, it is perhaps time to rethink how to reduce unnecessary new demand rather than repeatedly producing and recycling.Originality/valueThe pace of CE research is lagging far behind the accelerating environmental contamination by the fashion industry. The study aims to narrow the gap between theory and practice to harmonise fashion firms' orchestration and accelerate the transition of the fashion industry towards the CE. This study examines diverse types of digital technologies in different circular business models in a homogeneous context of the fashion industry with heterogeneous firm types.

Titan Company Limited: growth strategy

2021 ◽  
Vol 11 (3) ◽  
pp. 1-38
Author(s):  
K. S. Manikandan
Keyword(s):  
Growth Strategy ◽  
Executive Education ◽  
Limited Growth ◽  
Content Type ◽  
Post Graduate ◽  
Academic Level ◽  
Company Limited

Complexity academic level Post-graduate; Executive education; Under-graduate. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Sustainable entrepreneurship education for circular economy: emerging perspectives in Europe

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Giustina Secundo ◽  
Gioconda Mele ◽  
Giuseppina Passiante
Keyword(s):  
Circular Economy ◽  
Geographical Area ◽  
Entrepreneurship Education ◽  
Learning Objectives ◽  
Future Research ◽  
Innovation Ecosystem ◽  
Content Type ◽  
Emerging Trends ◽  
Cross Case Analysis ◽  
Practical Implications

PurposeThe paper aims to contribute to the Circular Economy debate from the Entrepreneurship Education perspective. Despite scholars' growing interest in both these research streams, scarce consideration is given to the comprehension of their mutual implications and meaning.Design/methodology/approachThe paper is based on a cross-case analysis. It compares 16 higher education programmes launched by Universities in Europe aimed to create competences and skills for Circular Economy in students with different profiles. The analysis provides a critical view of the emerging trends for the entrepreneurship education skills and competencies needed for the emerging circular entrepreneurship paradigm.FindingsThe paper discusses the main trends of Entrepreneurship Education focused on Circular Economy debate at the European level: rationale and learning objectives (why); contents (what), target students and stakeholders (who) and the learning processes (how). Four thematic areas are identified as common patterns: circular economy business model, green supply chain management, technology entrepreneurship and innovation and public policies and institutional frameworks.Research limitations/implicationsThe paper sheds new light on a still under-researched area, suggesting several implications and avenues for future research in Circular Economy and Entrepreneurship Education. Limitations regard the need to analyse education programmes from a larger geographical area, to take into consideration interesting experiences in the rest of the world and to also collect quantitative data.Practical implicationsPractical implications arise for the development of learning initiatives for the Circular Economy: learning objectives and new thematic areas focused on circular, sustainable and innovative rethinking of the process for creating value in the incumbent companies; exploring meaning and benefits of collaborative approaches and participation in the circular economy innovation ecosystem and developing advanced models for soft-skills development in terms of leadership, motivational and creative skills.Originality/valueThe debate on CE can also be rooted in the paradigm of entrepreneurship as a core process to advance knowledge on valuable and sustainable innovation.

The future of the circular economy and the circular economy of the future

2020 ◽  
Vol 10 (4) ◽  
pp. 529-546
Author(s):  
Ricardo Weigend Rodríguez ◽  
Francesco Pomponi ◽  
Ken Webster ◽  
Bernardino D'Amico
Keyword(s):  
Built Environment ◽  
Circular Economy ◽  
Theoretical Background ◽  
Futures Studies ◽  
Alternative Futures ◽  
Content Type ◽  
Economic Paradigm ◽  
The Future ◽  
Bibliometric Review ◽  
Practical Implications

PurposeThe circular economy (CE) has gained momentum in recent years as a new economic paradigm. While the CE sets a very defined vision for a sustainable future, it still operates in the present. As such, existing guidance on and research into the CE lack a necessary understanding of how to go from the present to the future. What if the future is different from what the CE expects? The CE cannot answer this question adequately and therefore is not capable of developing this understanding alone. To address this shortcoming, this paper proposes futures studies (FS) as a complementary discipline because it offers exactly what CE lacks: methods to explore alternative futures.Design/methodology/approachTo understand the level of interdisciplinary research in the built environment between CE and FS, a systematic literature review is carried out using a bibliometric review and a snowballing technique. This manuscript reviews seminal literature in both fields and their theoretical background.FindingsThis paper demonstrates the lack of collaboration between CE and FS and highlights a systemic failure within CE, which is to consider the future as unknowable. It further provides an initial understanding of where the synergy sits, recommendations on where to start and introduces some of the FS chief methods that could be used by CE in the built environment.Research limitations/implicationsThe authors’ bibliometric review and snowballing approach might have missed out on some literature that still falls within the scope. Such limitations are due, on one hand, to the authors’ bibliometric review approach by selecting publications based on matching keywords. On the other hand, the snowballing approach is affected by the authors’ subjective judgements on which of the publications are worth to explore based mainly just on the title and abstract of the paper.Practical implicationsThe inclusion of Futures Studies will allow a stronger focus on approaching possible futures to be integrated overtly into existing work, research and action within the CE community.Social implicationsIt is more reasonable to expect that by cooperatively creating and implementing constructed futures with FS methods and CE principles, a better future for the built environment be reached. This is why it is so relevant for humanity that these two communities start to interact as soon as possible and maintain and open and productive collaboration in transitioning towards a sustainable society.Originality/valueTo the authors’ knowledge, this research is the first of its kind by considering FS into the CE debate.

scholarly journals From singular to plural: exploring organisational complexities and circular business model design

2019 ◽  
Vol 23 (3) ◽  
pp. 308-326 ◽  
Author(s):  
Esben Rahbek Gjerdrum Pedersen ◽  
Rebecca Earley ◽  
Kirsti Reitan Andersen
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Illustrative Case ◽  
Fashion Industry ◽  
Value Capture ◽  
Content Type ◽  
Fashion Brand ◽  
New Business ◽  
Multiple Challenges

Purpose The purpose of this paper is to discuss how organisational complexities influence the design of circular business models, which have recently been introduced as a new panacea for aligning the interests of business with the needs of the environment. Design/methodology/approach The Service Shirt, a new garment concept, is used as an illustrative case example for demonstrating some of the organisational complexities of making circular business models operable. The shirt was developed through a series of design workshops for the fashion brand Fashion Alpha. Findings The analysis highlights multiple challenges emerging when a fashion product with a significantly extended lifecycle passes through different users, organisations and business models. It is concluded that it is difficult to talk about a circular business model (singular) as circular economy solutions depend on the contributions of multiple stakeholders with business models. Practical implications The findings illustrate how fashion companies interested in the circular economy fundamentally have to rethink conventional approaches to value, organisational boundaries and temporality. Originality/value Drawing on a case example from the fashion industry, the paper demonstrates the organisational complexities linked to the design of new business models based on circular economy thinking, as these require the coordination of actions between autonomous actors driven by different logics regarding value creation, value delivery and value capture.

Up-Fuse: International growth of an Egyptian eco-friendly social enterprise

2022 ◽  
Vol 12 (1) ◽  
pp. 1-24
Author(s):  
Ayman Ismail ◽  
Seham Ghalwash ◽  
Noha El Sebaie
Keyword(s):  
Consumer Behavior ◽  
International Business ◽  
Social Enterprise ◽  
Marketing Strategies ◽  
Social Enterprises ◽  
Growth Strategy ◽  
The Other ◽  
Growth Strategies ◽  
Content Type ◽  
Academic Level

Learning outcomes The case is meant as a way for students to develop ideas related to the challenges facing environmental eco-friendly social enterprises that sell their products in a country like Egypt where consumers are way behind considering the value of their products. In response to these challenges, students learn to evaluate the company status quo by analyzing its weaknesses, strengths and opportunities to grow and expand geographically to a new market. Students also learn about the growth expansion strategies and internationalization modes, options and associated barriers. Accordingly, they can plan the marketing strategies associated with entering this new market for up-cycled products. Objective 1: Analyze the international geographical growth alternative for an enterprise that improves its scalability applying weaknesses, strengths, threats and opportunities analysis. Objective 2: Propose a strategic plan for growth and scalability. Objective 3: Discuss the various modes of doing business in foreign countries. Recommend an internationalization mode for a social enterprise to explore in a new market. Objective 4: Assess the possible barriers associated with internationalization modes and how to overcome them. Objective 5: Propose marketing strategies for an eco-friendly enterprise to enhance its efficiency and effectiveness in the international host market. Other topics that might be discussed in this case include consumer behavior toward environmentally friendly products. Pricing challenges faced by ecologically friendly firms in developing countries. Case overview/synopsis Rania and Yara were inspired by Germany’s approach to waste reduction, particularly plastic bags. In 2017, after winning several competitions and awards, Up-Fuse was officially established as a social enterprise. The entrepreneurs faced great challenges selling sustainable products made of plastic waste to Egyptian consumers. Egyptian consumers were not fully aware of the value of eco-friendly products which presented a great challenge for Up-Fuse to grow and sell their products in Egypt. After shifting its pricing strategy and expanding beyond the local recycled product markets, Up-Fuse further faced fierce competition from well-established local and international brands with larger market shares. Thus, most of Up-Fuse’s sales were generated from expats and foreigners. In response to local obstacles and limitations, Rania began to consider targeting international markets. Rania thought it was the opportune time to drive growth through geographic expansion. After all, in 2020, Up-Fuse had some minor success when the co-founders experimented with exporting their products to the US market. Rania’s co-founder Yara, on the other hand, felt that the enterprise was not yet ready to enter a new market and it would be wiser to emphasize growth in the local Egyptian market. The co-founders were torn between two growth strategies. On one hand, they faced intense local competition for their products. On the other, expanding by entering a new market came with many challenges. Which growth strategy should Up-Fuse adopt? How could Up-Fuse determine which market to penetrate? What were the possible scalability challenges they faced by entering a new market? How could Up-Fuse reach and increase their international customer base abroad? What was the best marketing strategy for their products? Complexity academic level This case would be appropriate for graduate students enrolled in marketing, consumer behavior, international marketing, international business and social entrepreneurship courses. This case is written at a graduate level and would also be appropriate for use in customized or short programs. Supplementary materials Teaching notes are available for educators only. Subject code CCS 5: International Business.

Lockheed Martin Acquisitions: stay the course or change strategy?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Susan White ◽  
Protiti Dastidar
Keyword(s):  
Mergers And Acquisitions ◽  
Corporate Strategy ◽  
Flow Analysis ◽  
High Growth ◽  
Vice President ◽  
Growth Strategy ◽  
Growth Strategies ◽  
Strategy Analysis ◽  
Content Type ◽  
Academic Level

Theoretical Basis In a typical strategy course, growth strategies like mergers and acquisitions (corporate strategy) are introduced in the second half of the course. To analyze the case, students will use strategies such as Porter’s five forces and resource-based view and will discuss why firms pursue mergers as a growth strategy, along with sources of synergies and risks in mergers. Finance theory used includes analyzing a given discounted cash flow analysis and perform a comparable multiples analysis to find the value of a merger target. Research Methodology The industry and financial information in the case comes from publicly available sources, including company 10K reports, business press reports and publicly available industry reports. The information about Lockheed Martin’s strategy comes from interviews with Peter Clyne, former vice president for Lockheed Martin’s IS&GS division. He then held the same position for Leidos Holding Corp., after the IS&GS division was divested and incorporated into Leidos. Case overview/synopsis This case is an interdisciplinary case containing aspects of strategy and finance. Lockheed Martin made a strategic move in 2016, to divest its Information Systems & Global Strategies Division (IS&GS), which engaged in government consulting, primarily in the defense and aerospace industries. Lockheed wanted to reassess its decision to divest consulting, given the high growth rates expected in this business, particularly in cybersecurity consulting. On the other hand, if Lockheed decided to maintain its hardware focus, it wanted to expand its offerings. In addition to a strategy analysis, two possible target firms can be analyzed: Fortinet and Maxar. Complexity Academic Level This case raises a broad set of issues related to the evaluation of M&A transactions across two different industries and corporate strategy, as it relates to strategic fit of the potential targets and LM’s current capabilities. It is appropriate for the core course in strategy at the MBA or senior undergraduate level. It can also be assigned to specialized courses in Mergers and Acquisitions. It is not appropriate for a lower level strategy or finance course, as it requires students to have prior knowledge of basic finance valuation techniques.

Delee, transforming cancer detection and treatment

2021 ◽  
Vol 11 (3) ◽  
pp. 1-23
Author(s):  
David Güemes-Castorena ◽  
Alejandro Téllez-Girón Barrera
Keyword(s):  
Cancer Detection ◽  
Graduate Level ◽  
Content Type ◽  
Academic Level

Complexity academic level Undergraduate and graduate-level.

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