Strategy, business model, and innovation at Rivigo: Is Relay-as-a-Service the way forward?

2021 ◽  
pp. 204388692098616
Author(s):  
Krishna Chandra Balodi ◽  
Rahul Jain ◽  
Rituparna Das
Keyword(s):  
Business Model ◽  
Product Diversification ◽  
Growth Trajectory ◽  
Strategic Choices ◽  
Logistics Industry ◽  
Competitive Success ◽  
Short Span ◽  
Traditional Industry ◽  
Start Ups ◽  
Regulatory Economic

This case documents the journey of Rivigo from being a humble logistics vendor to a unicorn in a short span of 5 years. The case provides information on the evolving landscape – regulatory, economic, substitutes, suppliers, and customers – of the Indian logistics industry including intensely competitive tech-based start-ups bent on disrupting the traditional industry normal. The case then notes Rivigo’s reliance on driver and customer-friendly technology-driven processes and solutions, and product diversification choices as key to its competitive success. The case ends with questions about strategic choices that can help Rivigo keep up its growth trajectory.

scholarly journals Literature review on business prototypes for digital platform

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Shrutika Mishra ◽  
A. R. Tripathi
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Digital Platform ◽  
New Business ◽  
Start Ups ◽  
The Way

Abstract In today’s world, many digitally enabled start-ups are budding all over the globe because of the fast enhancement in digital technologies. For the establishment of new business, it is necessary to adopt a proper business model which needs to define the way in which the company will provide values and the ways in which the customers can pay for their services. This paper aims to study the various business models being used in today’s marketplace and to provide a better understanding for these business models by having an insight on the attributes.

scholarly journals Health Insurance as a Healthcare Financing Mechanism in India: Key Strategic Insights and a Business Model Perspective

2021 ◽  
pp. 025609092110270
Author(s):  
Rohit Kumar ◽  
Aditya Duggirala
Keyword(s):  
Health Insurance ◽  
Business Model ◽  
Critical Success Factors ◽  
Success Factors ◽  
Insurance Industry ◽  
Insurance Companies ◽  
Healthcare Financing ◽  
Strategic Choices ◽  
Critical Success ◽  
Health Insurance Industry

This study provides strategic insights and a business model perspective on health insurance as a vehicle for financing healthcare. It uses both primary (expert interview) and secondary data to investigate the overall disease burden and healthcare industry trends and track healthcare financing through the health insurance mechanism in India. To identify the critical success factors and to gain a business model perspective within the health insurance industry, telephonic and face-to-face interviews were held with 27 experts in the healthcare, insurance, and strategic management field. The study’s findings suggest that the growth of health insurance as a healthcare financing mechanism in India has been challenged continuously and impacted by multiple changes in the health insurance and healthcare industry over the last decade. One of the critical challenges faced by insurance companies is the high incurred claim ratio. We find the Indian health insurance industry to be very competitive and that the focus on critical success factors can help insurance companies gain a competitive advantage. The health insurance business model is unique, with varying configurations, and broadly comprises strategic choices and consequences. In this article, drawing from the strategic management literature on the resource-based view (RBV) and insights gained from the interviews of healthcare and health insurance experts, we highlight the six critical success factors relevant for competing in the health insurance business. We also list five strategic choices that can help health insurance companies improve their profitability and gain a sustained competitive advantage. We recommend that the insurance companies design and develop an innovative business model centred around lowering the claim ratio and simultaneously increasing the customer willingness to pay. To increase the customer willingness to pay and reduce the claim ratio, the insurance companies should focus on the six critical success factors and invest in the five strategic choices.

Mobilizing B2B Electronic Marketplace: An Exploratory Study of Critical Success Factors among Indian Start-ups

2021 ◽  
pp. 097215092110056
Author(s):  
Kanupriya Sethi ◽  
Baidyanath Biswas ◽  
Krishna Chandra Balodi
Keyword(s):  
Exploratory Study ◽  
Success Factors ◽  
Electronic Marketplace ◽  
Strategic Choices ◽  
Related Factors ◽  
Developed Economies ◽  
Critical Success ◽  
Platform Architecture ◽  
Start Ups

Adoption of an electronic marketplace (EM) business model for business-to-business (B2B) transactions has increased over the years. In part, this evolution and adoption of B2B EMs can be explained by the Internet-enabled disintermediation of the existing value chains of businesses, followed by cybermediation. This study aims to understand the platform architecture design and governance-related factors and strategic choices that influence the success of B2B EM start-ups. We draw from the literature on the ‘Temple Framework’ and the classification of B2B EMs by transaction content, structure, and governance to identify these critical factors. Given that the literature is primarily based in the context of developed economies, the factors and choices identified from the review are empirically validated using three case studies in the Indian B2B context. Thus, this exploratory study aims to help founder managers of emerging-economy B2B EMs by providing a checklist to avoid common pitfalls.

Impact of Covid-19 on women entrepreneurship in India

2021 ◽  
Vol 13 (1) ◽  
pp. 127-135
Author(s):  
Hiren Rana ◽  
◽  
Dr. Ninad Jhala
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Small Businesses ◽  
Financial Crises ◽  
Global Economy ◽  
Demand And Supply ◽  
The Government ◽  
Government Rules ◽  
Start Ups ◽  
Roll Back

The current pandemic of COVID 19 proliferated from China since December 2019 over the globe. Since then it has a significant effect visible on the global economy and living pattern of life. India is the fifth richest country abruptly affected after China and America. India is known for innovative start-ups and the business model collapsed due to the reduction in demand and supply chain because the sudden outbreak of COVID 19 resulted in complete lockdown. During COVID 19 pandemic, the government has taken new initiatives to reborn the entrepreneurs of India. However, many industries, small businesses, start-ups were rolling behind due to financial crises. There were no options for entrepreneurs to rely on the government rules, regulations to roll back in the market.

scholarly journals A Research Paper on G-mart: The E-Commerce Website

2021 ◽  
Vol 9 (11) ◽  
pp. 1949-1956
Author(s):  
Gurpreet Singh
Keyword(s):  
Electronic Commerce ◽  
Business Model ◽  
Business Models ◽  
Internet Banking ◽  
Business Practices ◽  
Goods And Services ◽  
Modern Business ◽  
Self Service ◽  
Self Service Technology ◽  
Start Ups

Abstract: E-commerce is a boom in the modern business. E-commerce means electronic commerce. E- commerce (Electronic commerce) involves buying and selling of goods and services, or the transmitting of funds or data, over an electronic network, predominantly the Internet. E-commerce (Electronic commerce) is a paradigm shift influencing both marketers and the customers. Rather e-commerce is more than just another way to boost the existing business practices. It is leading a complete change in traditional way of doing business. This significant change in business model is witnessing a tremendous growth around the globe and India is not an exception. A massive internet penetration has added to growth of E-commerce and more particularly start-ups have been increasingly using this option as a differentiating business model. Moreover, E-Commerce has significant influences on the environment. Although the model is highly used in current business scenario but the option has not been explored at its fullest. The current research has been undertaken to describe the scenario of E-Commerce, analyze the trends of E-Commerce. The study further examines the key variables imperative for the success of E-commerce business models. Keywords: E-Commerce, Internet, Self-service, Technology, Internet banking.

The Impact of Customer Service, Insurance and Luggage Delivery Towards Logistics Customer Satisfaction in Pandemic Situation

2021 ◽  
Vol 12 (3) ◽  
pp. 4999-5004
Author(s):  
Mohd Fathi Abu Yaziz Et. al.
Keyword(s):  
Customer Satisfaction ◽  
Correlation Analysis ◽  
Customer Service ◽  
Business Model ◽  
Quantitative Method ◽  
Pearson Correlation ◽  
Logistics Industry ◽  
Pearson Correlation Analysis ◽  
Customer Services ◽  
The Impact

As the pandemic of Covid 19 has directly affected the business industry, the business model has changed, including the logistics industry, especially the courier company. Courier company has benefited the most during this pandemic situation as the e-commerce business flourished. Enhanced service by courier company is crucial as stiff competition in the industry. Therefore, this study explores the impact of customer service, insurance, and luggage delivery on logistics customer satisfaction. A quantitative method was employed to analyse the effects of enhanced services of customer services, insurance, and luggage delivery towards logistics customer satisfaction, where 384 responses were collected from respondents identified as active users of courier services for the last 12 months. IBM SPSS was used to analyse the response collected using descriptive, reliability and Pearson Correlation analysis. As a result, it is justifiable that customer service, insurance, and luggage delivery positively impact logistics customer satisfactio

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

scholarly journals The Business Model of Start-Up—Structure and Consequences

2019 ◽  
Vol 9 (3) ◽  
pp. 69 ◽  
Author(s):  
Štefan Slávik
Keyword(s):  
Business Model ◽  
Business Performance ◽  
Distribution Channel ◽  
Field Research ◽  
Lessons Learned ◽  
Entrepreneurial Performance ◽  
Start Up ◽  
Three Stages ◽  
Start Ups ◽  
The Impact

A start-up already at its origin has to solve the crucial existential condition that is a viable business model. The purpose of the research is to deepen and expand the knowledge about the structure of the start-up business model and its impact on entrepreneurial performance. Field research was carried out in three stages over one and a half years. The source of knowledge about the studied start-ups has been the personal experience recorded in the questionnaire. Start-ups are small closed communities that do not sufficiently shape external partnerships, cannot reach the customers, although they can identify them well enough, try to improve the business model blocks but they do not pay attention to their coordination and perceive the monetization in a simplified way. The impact of the business model on start-up performance has been confirmed but the internal blocks affect business performance unambiguously over the three stages of the research. The best conversion of users to customers and subsequently to revenues are distinctive for the start-ups with their own simple distribution channel and partners who are experienced distributors. The lessons learned can directly improve the results of start-ups when their incompleteness and imperfection will be substituted by appropriate partners. Start-ups provide a space for the new jobs and the self-realization of ambitious people with a sense of service for society. Empirical research on start-ups identifies their weaknesses and possibilities to increase their entrepreneurial performance.

GreenGo’s new strategy in the carsharing market of Budapest

2019 ◽  
Vol 9 (1) ◽  
pp. 1-23
Author(s):  
Zoltan Bakonyi ◽  
Erik Gyurity ◽  
Adam Horvath
Keyword(s):  
Business Model ◽  
Opportunity To Learn ◽  
Value Proposition ◽  
Content Type ◽  
Business Modelling ◽  
Academic Level ◽  
Long Run ◽  
First Mover Advantage ◽  
Start Ups ◽  
First Mover

Learning outcomes The purpose of this paper is to demonstrate how a business idea can be successful in the long run in a rapidly changing environment. Students could learn about the carsharing market and the world of start-ups. During the lesson, students could practice business modelling based on “Value proposition Canvas”. With this model, they can understand the real needs of the customers and the services, with which companies can provide gains for the clients and decrease users’ pain. Beside business modelling, the case provides the opportunity to learn about the concept of First Mover Advantage, which describes the possible advantages of being first on a market. Three different sources can provide first mover advantage: technological leadership; pre-emption of scarce assets; and customer loyalty. Start-ups should systematically think about acquiring some of the above to sustain their advantage. Case overview/synopsis This case is about a carsharing start-up GreenGo, which was the first company introducing the concept of carsharing in Hungary. GreenGo was founded in November 2016 in Budapest. Until today, it has approximately 170 cars and could establish a solid customer base with 6,000 subscribers. After one year of monopoly, GreenGo got a competitor, when MOL (one of the largest companies of the Central European region) entered the market with its new carsharing service: MOL Limo (Limitless Mobility). MOL Limo is using the same business model and marketing mix as GreenGo and started to operate with 300 cars. The case describes the urban transportation of Budapest, the business model and value proposition of GreenGo and MOL Limo in depth. It also presents some possible options for GreenGo to react to the new market situation. Complexity academic level Master in management, MBA. 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: Strategy, Case study organisation: GreenGo.

Hardwarezone

2011 ◽  
pp. 31-47
Author(s):  
Chee Chang Tan ◽  
Gek Woo Tan
Keyword(s):  
Business Model ◽  
Web Site ◽  
New Age ◽  
Teaching Case ◽  
Advertising Revenue ◽  
Net Assets ◽  
Short Span ◽  
Dot Com ◽  
Media Company

Hardwarezone.com is rated the top IT media Web site in Singapore by Hitwise, with more than 32 million page visits per month (Chellam, 2004). It provides 100% proprietary and localized content on IT news, product releases, and numerous member-centric services, such as hardware pricelists and forums. What started as a hobby for six undergraduates on an SGD $1,000 capital became a new-age media company with over SGD $200,000/month in advertising revenue and SGD $2 million in net assets within a short span of six years. Their success and continued growth today is exceptional, considering how most of its competitors and other dot-com ventures in Singapore have fallen by the wayside or stagnated after the dot-com crisis during mid-1999. This teaching case will chart the evolution of Hardwarezone’s business model and strategies through its humble beginnings and the challenges to the company as a result of the dot-com crisis and thereafter.

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