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1 – 10 of 95Richa Agarwal and Sumedha Tuteja
Paytm has become a popular method to make cashless payments in India. Be it for transferring funds through mobile numbers, online payment of utility bills, cabs, etc. or payment…
Abstract
Synopsis
Paytm has become a popular method to make cashless payments in India. Be it for transferring funds through mobile numbers, online payment of utility bills, cabs, etc. or payment to offline merchants. This case elaborates on the position Paytm has attained in the market thus far and its ambitious future growth plans. It describes the strategies being adopted by Paytm’s competitors and the new developments in the payments business in India. The case finally narrates the challenges the Fintech firm faces at present and poses a pertinent question: is Paytm on a growth trajectory or committing suicide by leaping so fast?
Research methodology
The case collates secondary data pertaining to Paytm’s current position and recent developments in the Indian mobile wallet industry. It presents the facts and data published on websites, newspapers, and magazines in the form of a case study.
Relevant courses and levels
This case can be applied to strategic management at under graduate and introductory level in post-graduate marketing of digital products.
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Benjamin Ngugi, Glenn S Dardick and Gina Vega
In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were…
Abstract
In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were affected. A deeper analysis revealed that the intrusion had started earlier and affected more customers than previously thought. Ensuing investigation concluded that TJX was collecting unnecessary information, keeping it for too long and employing obsolete and insufficient safeguards. TJX denied any wrongdoing but implemented most of the recommended remedies to strengthen their security.
Abstract
Subject area
Retailing.
Study level/applicability
Undergraduate and Master's level business and management courses.
Case overview
This case looks at the second largest oil company in India (Bharat Petroleum Corporation Limited (BPCL)) and examines an innovative services marketing concept that they introduced into the market in India for the first time, namely, one-stop truck shops. These new format truck-stops were targeted at the highway-based truckers in India who earlier had to stop off at multiple locations to eat and re-fuel increasing their on-road time and reducing their efficiency, much to the chagrin of their truck-fleet owners.
Expected learning outcomes
Students will be expected to build their knowledge of retailing in developing markets using the example of BPCL as a learning tool. The case examines differences in consumer behavior in developed vs developing markets, paying particular attention to the required need to differentiate the retail approach to suit the market.
Supplementary materials
Teaching note (with photographs).
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Divya Ganjoo, Saral Mukherjee and Sandip Mukhopadhyay
Razorpay is a four-year-old Indian B2B fintech startup in digital payments which is venturing into digital lending. It aims to simplify digital payment flows involved in…
Abstract
Razorpay is a four-year-old Indian B2B fintech startup in digital payments which is venturing into digital lending. It aims to simplify digital payment flows involved in acceptance, processing, and disbursement of payments through superior technology and automation. This case details how Razorpay creates value for businesses by offering service convenience in B2B space. Razorpay started as a payment solutions provider, primarily known for their payment gateway. Over time the market for digital payment in India has matured, with multiple providers offering similar products making it difficult for Razorpay to sustain its growth by using technological leadership and service differentiation. To maintain its growth trajectory, Razorpay has launched multiple new products in the digital payment space as well as announced a foray into creating a marketplace for digital lending through launch of Razorpay Capital. The case provides details of the growth of Razorpay and its move from its core strength of payment gateway
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Keywords
Marketing, strategy.
Abstract
Subject area
Marketing, strategy.
Study level/applicability
This case is suitable for post graduate and executive development students.
Case overview
The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance.
Expected learning outcomes
These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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George (Yiorgos) Allayannis, Paul Tudor Jones and Aaron Fernstrom
The case describes a hypothetical hedge fund manager who is examining whether to invest in bitcoin. The case discusses potential risks and rewards of investing in bitcoin, the…
Abstract
The case describes a hypothetical hedge fund manager who is examining whether to invest in bitcoin. The case discusses potential risks and rewards of investing in bitcoin, the role of bitcoin and digital currencies more broadly, and financial innovation in the space, such as ICOs. It can be taught as part of a second-year MBA elective course in investments, financial institutions/capital markets, or fintech.
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Keywords
Strategic Management and Marketing.
Abstract
Subject area
Strategic Management and Marketing.
Study level/applicability
Management students (MBA).
Case overview
In the present times of global competition and busy schedules of individuals, it is expected that companies provide service with security, sincerity and flexibility keeping pace with changing global scenario of marketing. Service receiver expects competitive and optimum facilities with ease while sitting in any corner of the world at any time of the day. It implies that the service provider should be available at all times/all places for satisfying the needs of the customers. A daunting task ahead of Life Insurance Corporation of India (LIC) was to change its conventional approach and work toward a newer, user-friendly one. The top management, i.e. the Board of Directors, took up the task of identifying a quicker but securer approach to provide optimum facilities to the policyholders.
Expected learning outcomes
Achieving customer satisfaction through alternate collection channels and retaining market share, role of customer servicing in creating competitive advantage, challenges for a large public sector enterprise – traditional approach or modern approach, role of private companies in development of insurance industry, creating awareness about the product/service through different distribution channels and use of information and telecommunication technologies to reach remote places, are the expected learning outcomes.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing
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Nirankush Dutta and Anil K. Bhat
Principles of management, Marketing, Finance, Strategy, Supply Chain Management, Entrepreneurship.
Abstract
Subject area
Principles of management, Marketing, Finance, Strategy, Supply Chain Management, Entrepreneurship.
Study level/applicability
Master's Degree level courses, after students have been taught most of the basics related to management, marketing, finance, strategy, supply chain management and entrepreneurship.
Case overview
Founded in 2007 with an initial investment of less than USA $10,000, Flipkart has come a long way to become the largest E-commerce player in India with a registered user base of 9.6 million and valued at USA $1.6 billion. Efficient use of various marketing strategies has catapulted the company to its success. Till now, they have overcome most of the hurdles successfully. However, a lot needs to be discussed to find out ways to meet the challenges thrown by its competitors, to maintain its supremacy over other online e-retailers and continue its exponential growth to meet USA $1 billion sales by 2015.
Expected learning outcomes
After discussion of the case study, the student should be able to appreciate general business processes and develop basic analytical skills to resolve challenges faced by a fast-growing online start-up company in an emerging country like India. At the end, the students should be able to prepare a marketing plan for their own business within a stipulated budget.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Sarit Markovich and Charlotte Snyder
The Kenyan government’s announcement of a new 10 percent tax in March 2013 threatened the future prospects of M-Pesa, Safaricom’s mobile money transfer service, which had…
Abstract
The Kenyan government’s announcement of a new 10 percent tax in March 2013 threatened the future prospects of M-Pesa, Safaricom’s mobile money transfer service, which had revolutionized the way money moved in Kenya. The new tax would be levied on all cash transfers but was largely targeted at M-Pesa, which controlled around 80 percent of the cash transfer market. In response to the new tax, Safaricom, the mobile communications market leader, announced a 10 percent price increase.
The case presents the structure Safaricom established in order to develop a mobile money transfer service in Kenya. As a concept, M-Pesa was unprecedented in Kenya: prospective customers had to get comfortable with the idea that a mobile communications company could provide a payment system, that transactions could be initiated through a mobile phone, and that nonbank outlets could provide cash-in/cash-out services. Even when the concept was accepted, however, customers needed a convenient network of agents to handle transactions, and stores needed to see demand from customers in order to be motivated to become agent outlets. Thus, in order to grow, M-Pesa needed to aggressively pursue and acquire both customers and agents in this two-sided market.
Understand the complexity of pricing in two-sided markets
Evaluate the profitability of different pricing strategies in two-sided markets
Understand the effect of an innovation on the creation and capture of value
Identify possible threats to competitive advantage in two-sided markets as well as in developing countries
Understand the value of co-opetition and how cooperation with competitors and complementors can increase a company’s profitability
Understand the complexity of pricing in two-sided markets
Evaluate the profitability of different pricing strategies in two-sided markets
Understand the effect of an innovation on the creation and capture of value
Identify possible threats to competitive advantage in two-sided markets as well as in developing countries
Understand the value of co-opetition and how cooperation with competitors and complementors can increase a company’s profitability
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Shahriar Khaksari, Khaled Amira, Lacey Teixeira, Rosa J. Vela and Zhimin Liu
Doug Scovanner, CFO of Target Corporation, was about to present his proposal at the November 2008 Board meeting. He was prepared to discuss immediate strategic actions which would…
Abstract
Doug Scovanner, CFO of Target Corporation, was about to present his proposal at the November 2008 Board meeting. He was prepared to discuss immediate strategic actions which would provide support for working capital for the discount retailer. The retail community was about to suffer their worst fourth quarter in recent memory. Consumer spending had contracted, unemployment was rising and the deflated housing market had driven the economy into a recession. Although discount retailers had fared better than other industries during the second and third quarters, they were not immune to the overall economic downturn which had become a global crisis. To further complicate matters, Target's largest competitor, Wal-Mart, just posted third quarter growth even though Target was bracing for a busy holiday season. Scovanner anticipated further strain on working capital before year-end as cash flow tightened and the capital markets remained at a virtual stand-still.