Shradhanjali.com: creating Blue Ocean

2020 ◽  
Vol 10 (2) ◽  
pp. 1-16
Author(s):  
Amarpreet Singh Ghura ◽  
Ishwar Kumar
Keyword(s):  
First Generation ◽  
Swot Analysis ◽  
Multiple Perspectives ◽  
Management Tools ◽  
Content Type ◽  
Market Creation ◽  
Market Conduct ◽  
Academic Level ◽  
Service Portfolio ◽  
Pros And Cons

Learning outcomes Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market. Explain how to create a Blue Ocean Market Space, by implementing the concept of value-innovation. Demonstrate the role of “strategy canvas” and “The four action framework” in creating Blue Ocean Market Space. Case overview/synopsis This case describes a situation in which Vivek Vyas (Vyas) and Vimal Popat (Popat) first generation entrepreneurs starts their venture shradhanajali.com in June 2011. The monthly revenues range in between INR 75,000 and INR 80,000. Shradhanjali.com has garnered customers from major parts of India, USA, Canada, UK and Africa. It was in 2019 when Vyas and Popat co-founders of Shradhanjali.com were in their office at Rajkot, Gujarat reading an article in financial express, which had a mention of India’s 10 most wacky startups which used technology and internet to get closer to users. One of the startups reported by financial express was offering people to book cremation for the funeral of the deceased loved ones. Looking at the article Popat thought to enter a new market space by mid of 2020, where new offering to customers to book online pujas across temples in India on the birth and death anniversaries of their loved ones. The purpose of this case is to provide an opportunity for the participants to make use of management tools such as Pros and Cons; and SWOT analysis to decide whether shradhanjali.com should penetrate more into this world of e-commerce and offer online puja service to their customers. However, the two co-founders are undecided whether to add online puja service in their service portfolio as they do now know the way forward to convert the idea of online puja into a viable business? Participants need to take into consideration the data given for shradhajali.com and make assumptions and resolve the dilemma through which Vyas and Popat are going through. Complexity academic level The case involves various issues with first generation online startup in strategic management field such “Pros and Cons” analysis and challenges faced during the new market creation phase. Thus, this case can be used for covering multiple perspectives related to blue ocean strategy (e.g. application of strategy canvas and the four action framework). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Drivers420.com: Organizing drivers recruitment for transporters

2017 ◽  
Vol 7 (4) ◽  
pp. 1-23
Author(s):  
Amarpreet Singh Ghura
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
New Venture ◽  
Primary Data ◽  
Multiple Perspectives ◽  
Content Type ◽  
Business Model Canvas ◽  
Venture Management ◽  
Pros And Cons ◽  
Starting A Business

Subject area Entrepreneurship, new venture management, new venture planning. Study level/applicability The case involves various issues within entrepreneurship and the new venture management field such as business model, SWOT analysis, Pros and Cons analysis and challenges faced during the idea commercialization phase. Thus, this case can be used for covering multiple perspectives related to entrepreneurship and new venture planning. This case is useful for discussion in a session on opportunity recognition at ideation stage. This case is also ideal to teach the “Business Model Canvas”, which is fast gaining centre-stage for modern enterprises. The case also covers issues within strategic management such as what actually constitutes a strategy. Case overview The case is based on a field study and primary data collected by interviewing the co-founder of the portal www.drivers420.com. This case describes a situation in which Malkit Singh Bal (Bal) Partner of Bal Road lines shares with Mr Amarpreet Singh (Singh), who was about to be hired as a consultant for Bal Roadlines, information regarding the rise in fraud and crime carried out by fleet drivers and asks him to help him find a solution to the problem. Expected learning outcomes Prepare a “Business Model Canvas” for the successful operation of business by identifying intended customer segment, value proposition, cost structures and revenue streams. Conduct “Pros and Cons” analysis for starting a business. Conduct “SWOT” analysis for starting a business. Understand what actually constitutes a strategy and understand the five elements constituting strategy. 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.

scholarly journals Makin Dirasa Makin Terasa: the case of Mamart Food

2021 ◽  
Vol 11 (3) ◽  
pp. 1-22
Author(s):  
Norhayati Mohd Alwi ◽  
Nor Hafizah Zainal Abidin ◽  
Norsyahida Mokhtar
Keyword(s):  
Swot Analysis ◽  
Production Capacity ◽  
Movement Control ◽  
Peninsular Malaysia ◽  
Marketing Manager ◽  
Management Tools ◽  
Content Type ◽  
Frozen Food ◽  
Academic Level ◽  
Control Order

Learning outcome At the end of this case study, students should be able to identify issues relating to the external and internal environment of a business; explain how traditional marketing differ to social media marketing strategy and how digital marketing could be applied for frozen food company, identify alternatives to address the production capacity issue and challenges of contract manufacturing; identify and discuss measures that a company could adopt to effectively manage the working capital; apply various business management tools, concepts and theories in different decision-making settings – tools or concepts such as Porter’s five forces, SWOT analysis, PESTEL; and use analytical and logical skills through problem solving. Case overview/synopsis This case presents Khir, CEO of Mamart Food, facing several challenges in the post Covid-19 pandemic. Mamart Food is a SME manufacturing company located in Peninsular Malaysia. It competes in a frozen food industry. The case highlights the turbulence which Khir had to face due to the production capacity issue. He had the dilemma of balancing between the opportunity to boost sales and the capacity to meet demand. The dilemma emerged during the Movement Control Order in place and was expected to continue in the post MCO period. Quite a number of frustrated stockists over the unmet demand have started to aggressively voice out their dissatisfaction. Seeing the growing number of complaints, Khir had to act fast. Being the CEO, Khir must resolve the tension between Suliana, the production manager and Hisham, the sales and marketing manager. Failing which, it could be detrimental to the survival of Mamart Food. The most effective strategy for Mamart Food therefore needs to be formulated immediately. Complexity academic level This case is designed mainly for final year students in Accounting or Business undergraduate programmes. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Bean There: coffee as a vehicle for change

2021 ◽  
Vol 11 (4) ◽  
pp. 1-63
Author(s):  
Richard Thomson ◽  
Katherine Hofmeyr ◽  
Amanda Bowen
Keyword(s):  
Learning Outcomes ◽  
Swot Analysis ◽  
Corporate Strategy ◽  
Business Environment ◽  
Bottom Line ◽  
Content Type ◽  
Academic Level ◽  
Business Model Canvas ◽  
Market Outlook ◽  
A Company

Case overview At midnight on Thursday, 26 March 2020, the South African government ordered a three-week lockdown in response to the COVID-19 pandemic and subsequently extended this lockdown for a further two weeks until the end of April 2020. Among other measures, businesses not classed as “essential” had to cease operation. This meant that Jonathan Robinson, founder of the Bean There Coffee Company had to close his trendy Cape Town and Milpark coffee shops, as well as the company’s hospitality and corporate business. At the same time, Bean There’s costs increased by 25%, as the rand: dollar exchange rate worsened substantially. A glimmer of hope was that the company was able to continue roasting coffee and supplying its retail clients. Unlike most captains of industry, Robinson was not driven by the bottom line and clamouring shareholders. His corporate strategy was driven by a single, simple purpose: to achieve ethical sustainability aspirations while still running a profitable business. The question for him now, however, was how to ensure that his company could survive in the short term, so that it could achieve these goals in the longer term, and whether he could take this opportunity to think about whether his business was best positioned to achieve these goals when things returned to normal. Expected learning outcomes The learning outcomes are as follows: conduct a thorough analysis of a specific company and its industry, including its markets, competitors, and other aspects of the internal and external business environment, using a range of tools, including a Business Model Canvas (BMC), SWOT analysis and PESTLE analysis; analyse and explain the market outlook of a company; identify and analyse a company’s competitors; discuss and explain a detailed implementation plan showing the way forward for a company, considering its current challenges, including integrating a range of conceptual and analytical fields of knowledge to assess a management dilemma, and arrive at a creative and innovative management solution; and be able to present information and defend substantial insights and solutions to a management dilemma in oral and written modes, appropriate in standard for both the academic and business communities to analyse and appreciate. Complexity academic level Postgraduate Diploma in Management, MBA, Masters in Management, Executive Education. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Insider versus outsider – who is better? The case of Zyne furnishings

2021 ◽  
Vol 11 (4) ◽  
pp. 1-19
Author(s):  
Gopal Venkata Vajjhala ◽  
K.S. Venu Gopal Rao
Keyword(s):  
Objective Assessment ◽  
Evaluation Process ◽  
Leadership Role ◽  
Sales Manager ◽  
Western Region ◽  
Content Type ◽  
High Point ◽  
Academic Level ◽  
Pros And Cons ◽  
The Right

Case overview/synopsis Zyne is a mid-sized Delhi-based firm engaged in the home linen business under the company’s brand name. Raman was the Managing Director of Zyne. In 2019, Prashanth the head of the second-best region (West) quit abruptly without grooming a successor. Prashanth’s team consisted of greenhorn executives whom he recruited from colleges. Raman has options of selecting a replacement for Prashanth from within the organization. Two candidates are in the reckoning, namely, Amit and Neha. Amit was 48 years old, a veteran in the business and associated with the Zyne group for over 15 years. He was a top sales performer in the Central region and was interested in relocating to the West. Twenty-seven-year-old Neha was industrious, talented and creative. Within three years of joining Zyne, she had proven herself as a go-getter with remarkable ability to develop strong channel partner relations. Raman had to decide whom to select from among the two or go for an outsider from the industry. Raman has to contend with selection issues related to insider vs an outsider. If one of the internal candidates is chosen how could he motivate the other to continue to perform and deliver? The case focuses on the challenges of recruitment of a Sales Manager (SM) in a small home furnishing business. Use of competency framing to validate the candidates is the high point of the case Learning objectives By the end of case discussion participants should be able to understand the following: differentiate skills required in a sales leadership role as compared to that of a sales executive; evaluate the pros and cons of internal promotions versus hiring an outsider; apply the concept of competency framework to evaluate different candidates vying for the same position; and understand how a candidate not selected for the position understands the reasons thereof to enable improvements. Complexity academic level Started in 2010, Zyne Furnishings headquartered at Delhi, was in the business of selling home furnishings. Raman, a second-generation entrepreneur was Zyne’s Managing Partner. With help from his father Rajesh Gupta, Raman worked toward expanding Zyne’s business operations in India. Raman was facing a challenge because of the abrupt resignation of Prashanth, the Western Region SM. Prashant had done well in the region and assiduously built Zyne brand’s presence there. As Raman pondered over the ways of filling up the SM position, questions confronted him for which he did not have immediate answers. He had 30 days in which a replacement must be finalized. Raman looked at the file containing the applications of the two internal candidates, namely, Amit (Southern region) and Neha (Western region) who had applied for the position. What evaluation process should he adopt to ensure an objective assessment is done before deciding on which of the two candidates fit the bill? Given that it was the first week of January 2020 and the year-end targets had to be met by March, Raman knew time was running out. He had to take a quick call. Use of competency mapping to evaluate candidates is a high point of the case. This case can be used to enhance the participants understanding of the challenges of identifying the right candidate for a senior position and weigh the pros and cons associated with the selection. Motivating the rejected internal candidate through the procedural justice system adds value to the case. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

“Bookmysurprise”: navigating through the predicament of a start-up

2021 ◽  
Vol 11 (2) ◽  
pp. 1-10
Author(s):  
Shagun Bansal ◽  
Inakshi Kapur ◽  
Anjani Kumar Singh ◽  
Piyush Verma
Keyword(s):  
Small Business ◽  
Learning Outcomes ◽  
Scale Up ◽  
New Venture ◽  
Event Management ◽  
Content Type ◽  
Academic Level ◽  
Short Period ◽  
Pros And Cons ◽  
Set Up

Learning outcomes The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business. Case overview/synopsis Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations. Complexity academic level The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Pitfalls of a fledgling venture, Fetakart: in search of a viable business model

2020 ◽  
Vol 10 (4) ◽  
pp. 1-16
Author(s):  
Abhinava S. Singh ◽  
Mayur Shah ◽  
Priyanka Pathak
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
First Generation ◽  
New Ventures ◽  
Development Program ◽  
Executive Development ◽  
Content Type ◽  
Academic Level ◽  
One Year ◽  
Viable Business

Learning outcomes The learning outcomes include to identify and discuss important personality characteristics of an entrepreneur, to explore the business planning pitfalls that torment many new ventures and to understand key concepts of business model thinking. Case overview/synopsis The case is about Fetakart, a one-year old venture, which offered custom designed and printed t-shirts in Gujarat, India. The venture was launched by Himanshu Dhadnekar in 2018. Himanshu was a young first-generation entrepreneur who displayed entrepreneurial characteristics since his school days. Later, he was involved with a few failed startups, worked as an employee in different companies and curated new ventures. Fetakart was born out of another venture, MotivPrints, which sold a large variety of custom designed and high-quality printed products such as visiting cards, office essentials, apparels, packaging and marketing material. At MotivPrints, Himanshu discovered the market for customized t-shirts in India but with very little knowledge of the business model or capabilities of leading players such as Bewakoof.com. The venture started struggling and faced several problems including high cost demands by manufacturers and lack of funding. Where did Fetakart go wrong? Was Fetakart born out of impulse? Did Himanshu have a viable business model for Fetakart? Complexity academic level The case can be discussed in the class of entrepreneurship at master’s level. It can also be used in entrepreneurship specialization course and strategic management elective(s) in the second year of post-graduation. The case can be particularly useful for young entrepreneurs associated as incubatees with a business incubator and for an executive development program related to new ventures. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Ghacem in Ghana: marketing cement in a newly competitive environment

2019 ◽  
Vol 15 (5) ◽  
pp. 485-502
Author(s):  
Israel Kpekpena ◽  
Haiyan Hu
Keyword(s):  
Undergraduate Students ◽  
Swot Analysis ◽  
Planning Process ◽  
Secondary Data ◽  
Primary Data ◽  
Growth Strategies ◽  
Product Packaging ◽  
Content Type ◽  
Marketing Environment ◽  
Academic Level

Theoretical basis This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth strategies; and marketing mix (four ps). Research methodology This is modeled as a qualitative study. Primary data were collected through a phone interview with the key informants, and secondary data came from various publications such as government reports, news portals and company websites. Case overview/synopsis Ghacem was the first cement manufacturing company in Ghana and had enjoyed a monopoly for almost 33 years. The company offered a homogeneous product to an undifferentiated market from 1967 until competition began in 2000. New competitors promote the use of cement grade numbers on their product packaging to signal a better value, which intensified the competition. As the Head of Marketing of the company, Benny was asked to develop a marketing strategy for the company’s newly developed product for the company to remain competitive. Complexity academic level Undergraduate students taking Principles of Marketing.

Teekay Shipping Corporation case analysis

2014 ◽  
Vol 35 (2) ◽  
pp. 26-35
Author(s):  
Angela Poulakidas
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Design Methodology ◽  
Swot Analysis ◽  
Shipping Industry ◽  
Green Technologies ◽  
Management Tools ◽  
Content Type ◽  
The Past ◽  
Cross Fertilization

Purpose – The competitive pressures of the past several years and the ongoing financial meltdown has driven most tanker owners and operators to rethink their business strategy. In addition, new green technologies are providing opportunities to reduce the environmental impact of the shipping industry. Given the parameters of the situation, this paper analyzes the case of Teekay Shipping, one of the market leaders. In particular, this paper addresses Teekay's specific advantages and their sustainability under rapidly changing competitive conditions. Design/methodology/approach – This paper utilizes a series of analytical methods to provide an exploratory understanding of Teekay's strategic positions. Teekay's business model will be analyzed in the context of social, technological, economic, environmental and political trends and SWOT analysis is also explored. Findings – The gaps in Teekay's business model in relation to growth opportunities and inconsistencies in its strategic efforts are revealed along with recommendations and conclusions. This paper contributes to a greater understanding of the complex and changing factors that shape the shipping industry, and should therefore lead to more effective nautical management. Originality/value – With the use of the discussed strategic management tools in this paper, which have proven successful in other industries, it can be expected to enhance Teekay's management of its business, proving another success for the cross-fertilization of ideas.

The media roller coaster: The Dawn and evolution of Multimedia Ventures in Middle East and beyond

2020 ◽  
Vol 10 (1) ◽  
pp. 1-25
Author(s):  
Martin Spraggon ◽  
Virginia Bodolica
Keyword(s):  
Middle East ◽  
Strategic Decisions ◽  
Management Tools ◽  
Continuous Growth ◽  
Content Type ◽  
Academic Level ◽  
Family Enterprise ◽  
Grass Root ◽  
The Media

Learning outcomes Upon completion of this case study analysis, students should be able to: perform a detailed diagnosis of an entrepreneurial venture, applying relevant strategic management tools and techniques; evaluate the effectiveness of managerial actions and decisions at different stages of organizational lifecycle; and demonstrate the importance of strategic adaptation of organizations through the deployment of viable decision-making skills. Case overview/synopsis This case describes the story of Multimedia Ventures, a small business located in the UAE that provides media solutions to cleaning and hygiene-related technology sectors. The company was founded through a partnership arrangement and later transformed into a family enterprise. The case study illustrates the firm operations from its grass root stages to being a well-known name in the cleaning industry, both within the Middle East and beyond. Since its establishment in 2008, Multimedia Ventures has embarked on a path of continuous growth with the ambition of globalizing activities to offer various media solutions to customers worldwide. To achieve this objective, the company engaged in collaborations with many international partners to facilitate the exchange of expertise and increase the scale of operations. Yet, the Managing Director of Multimedia Ventures, Mr Arjun Khatri, was currently faced with two difficult strategic decisions that were critically important for the future development of his enterprise. Complexity academic level Undergraduate courses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Fortune heart healthy oil: when a strong brand strategy hits a cardiac roadblock!

2022 ◽  
Vol 12 (1) ◽  
pp. 1-18
Author(s):  
Deepa Unnithan ◽  
Girish S. Pathy ◽  
Hareesh Ramanathan
Keyword(s):  
Strategic Decision ◽  
Brand Strategy ◽  
Content Type ◽  
Academic Level ◽  
Personal Crisis ◽  
Pros And Cons ◽  
Integral Element ◽  
Brand Strategies ◽  
Brand Congruence ◽  
Selection Of

Learning outcomes The case will familiarize students to TEARS model and No TEARS approach for brand endorser selection. It will enable the students to understand the extent of influencer impact on the brand. It will make students to realistically assess the pros and cons of ambassador marketing using celebrities. It will also enable the student to devise brand strategies to mitigate the risk associated with ambassador-based marketing. Case overview/synopsis The case explains the strategic challenge the brand faces in ambassador marketing due to the uncontrollable personal crisis of the celebrity. Brand ambassador is an integral element of the brand persona and is appointed to boost the brand’s unique proposition and sales. The selection of the brand ambassador is a strategic decision with direct implication on the brand equity. A strong celebrity–brand congruence is ideal to establish credibility, but it can backfire if anything negative occurs on either side. This case evaluates the crisis faced by Fortune oil which has been positioned as “the heart healthy oil” when its celebrity ambassador suffers heart attack. In the backdrop of the case, the students can analyse brand strategies with respect to ambassador marketing, TEARS model with No TEARS approach for endorser selection and endorser-related credibility risk management. Complexity academic level MBA BBA PG/Graduation in Marketing/Advertising. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

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