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1 – 3 of 3The learning outcomes are as follows:1. assess and evaluate the challenges affecting a mobile food aggregator platform’s business model and its effect on the customer journey in a…
Abstract
Learning outcomes
The learning outcomes are as follows:
1. assess and evaluate the challenges affecting a mobile food aggregator platform’s business model and its effect on the customer journey in a developing market;
2. understand the relationship between the different stakeholders on such platform, namely, restaurants, end-users and the platform itself, and its implication on the customer journey; and
3. develop different potential marketing strategies under that business context that can be implemented and replicated in a given emerging market.
Case overview/synopsis
Zomato is an online restaurant aggregator and food delivery company that provides information, menus and user reviews of restaurants. While Zomato was growing exponentially in terms of number of users and listed restaurants, the platform had to constantly reinvent itself to stay competitive in light of increasingly aggressive competitors that were launching into the different markets it serves. Maya, the country manager of Zomato Lebanon, faced a key dilemma deciding which potential strategy to replicate from head office into the local market that would help her fend off rising competitors while still increasing the size of the market.
Complexity academic level
This case can be used mainly in senior undergraduate-level business school students. The case can be taught in courses covering marketing and strategy.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
Verklar is the leading maker of roof windows based in Europe. Its Austrian subsidiary has historically dominated the Austrian market, with about 85% market share. However, at the…
Abstract
Verklar is the leading maker of roof windows based in Europe. Its Austrian subsidiary has historically dominated the Austrian market, with about 85% market share. However, at the time of the case, its market share has dropped to about 75%, and many of its dealers have either dropped the line entirely or are buying not from the company, but from the few remaining large dealers who still buy directly from Verklar. This has prompted the president of the subsidiary to devise a new way—called the Quota System—to run the distribution channel in the country to improve performance. Asks the reader to examine the sources of market share decline and whether the proposed Quota System solves the channel's problems.
Details
Keywords
Allan KK Chan, Caleb Huanyong Chen and Long Zhao
area E-Business; Corporate Strategy; Strategic Management; Operation Management.
Abstract
Subject
area E-Business; Corporate Strategy; Strategic Management; Operation Management.
Study
level/applicability Senior undergraduate; MBA; EMBA.
Case
overview After development for 10 years, JD was now China’s second largest business-to-customer (B2C) e-retailer and the largest in self-operated sector. It was September 2015 when Liu Qiangdong was deciding whether to persist with JD’s self-operated model and the heavy investment in the self-built logistics system. JD’s business model had been functioning well. However, as JD grew bigger and bigger, it became too expensive to expand its logistics system. JD had not made a profit since it raised funds from investors. Liu had to come up with a good proposal before the next monthly meeting to convince them that JD would finally overtake its biggest rival, Alibaba which ran on a different business model. In addition, JD was exploiting the rural and the global markets, as well as a new business in internet finance. Facing challenges and dilemmas, should JD persist with its model? How could Liu align short-term profitability with long-run development? How could JD overcome attacks from Alibaba and other competitors?
Expected
learning outcomes This case is appropriate for courses in e-business and strategy, particularly those with a strong focus on doing e-business in emerging markets (e.g. China). After studying the case, students should be able to: understand the e-commerce market in China; understand business models and key strategies of e-retailers; identify and analyse the pros and cons of the self-operated business model and self-built logistics system in e-commerce; learn how to evaluate performance, strategies and business models of e-commerce companies; and extract key trends in the market and compare different strategies.
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 11: Strategy.
Details