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The learning outcomes of this paper are to understand the supply side of the Business Process Outsourcing (BPO) model and how a firm can develop and capture a new market…
The learning outcomes of this paper are to understand the supply side of the Business Process Outsourcing (BPO) model and how a firm can develop and capture a new market using Blue Ocean Strategy principles; understand how to use the four actions framework and eliminate/reduce/raise/create (ERRC) grid to develop a Blue Ocean market; evaluate three strategic alternatives available to a firm along with the benefits and challenges of each; map out the current strategy to inform possible future strategies and envision how one can use the BMC to re-invent the execution strategies of a disruptor; and discuss the opportunities for growth and the challenges therein in a dynamic global business environment.
Sri Rao, President of Market Development and Strategy of Quatrro Business Support Services (Quatrro), a BPO firm, weaved through the bustling streets of Gurgaon, India, to get to work early on a blistering summer day. It was the beginning of the new 2017 fiscal year and there was a sense of anticipation and uncertainty in the office to which he was headed. Quatrro offered outsourced finance, accounting and payroll solutions to small and medium-sized enterprises across the world, but mainly the USA. Arriving at his desk, Rao gazed out the window and reflected on Quatrro’s journey so far, the ups and the downs and the strategy for moving forward. Growth had been moderate with small deals. Local and regional Certified Public Accountant firms continued to provide stiff competition and the cost of acquiring new clients was high. There was a need to rethink Quatrro target markets and business development strategy. Quatrro’s annual board meeting was coming up in three weeks and Rao wanted to present a credible plan to accelerate Quatrro’s growth. He was worried that if the plan was not accepted by the board, any further investments in the business would be challenging and could even lead to the board directing Quatrro to divest. He believed they had run out of patience with a business that had a lot of potential but was not growing. He had one last opportunity to get Quatrro’s strategy right before his planned departure from the company in just a year’s time. Rao waited for his team to discuss their recommendations based on a presentation he had made to them two days ago.
Complexity academic level
Undergrad/MBAs. While most growth strategy cases focus on firms seeking to outsource services for efficiency and concentrate on value added to the core functions and competences, this case centers on the supply side and examines the BPO firm itself. It focuses on the technology service industry (as opposed to product/manufacturing), which while growing and significant is not often written about in cases, and finally, the case integrates an understanding of the Blue Ocean Strategy along with the Business Model Canvas allowing students to envision how one can use the BMC to re-invent a business strategy. It does so with a traditional Ansoff Matrix as the backdrop.
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CSS 11: Strategy.
The purpose of this paper is to determine if consumers in two countries (Israel and the USA), which have experienced violence in the retail environment, would perceive…
The purpose of this paper is to determine if consumers in two countries (Israel and the USA), which have experienced violence in the retail environment, would perceive risk in shopping on the internet and if so, to what extent. If there were perceptions of risk for shopping online, this paper wanted to report what differences there might be between Israeli and US consumers.
Surveys were distributed to 641 US consumers and to 50 Israeli consumers with a few modifications for differences in terms. The respondents ranged in age from 14 to 86. These surveys were distributed throughout the New York City tri‐state area and in Israel in a convenience sample using a snowball approach. The surveys were collected by the researchers and returned for analysis.
Women in the USA do consider buying online when concerned with physical safety, while Israeli women were very specific in their consideration of the type of site. For them, international sites like eBay were considered to be a safer alternative when the country was on a high‐security alert. Significantly more men are concerned about the possibilities of identity theft and financial fraud online than women while women think positively about buying online when concerned about physical.
In future research, it would be interesting to follow this focus of social norms for a preference for group social interaction and social norms for independent or individualization and the speed with which e‐commerce is infused within the culture versus using the internet to gather information or to communicate via e‐mail or blogs.
Consumers seem to want to reduce their overall perceived risk and evaluate what actions will lead to a lower total perceived risk. There are good reasons for a store to have both an online presence and a storefront. Stores with a physical presence that are known to the shoppers are more likely to be considered as safe for shopping online.
This is one of the first papers to contrast consumers from a country which has had years of experience with violence in the retail environment with the consumer experiences and perceptions in the USA.