Search results

Entrepreneurship, innovation, marketing and strategy.

Master's, postgraduate and executive level programs.

Deepak Ravindran, an engineering student at LBS College, Kerala, India, was attempting to launch Innoz. The company flagship product SMSGyan will allow users to access information on low-end mobile devices with no Internet connectivity. With the improvement in the Internet standards and rapidly growing smartphone users, selling SMSGyan never came easy to Innoz. The case explores challenges faced during the transformation of a start-up into a profit-generating business. The case describes the dilemma faced by Deepak Ravindran and key role players of Innoz to sustain in business in the scenario of dynamic technologies. Should they re-innovate the technology that was limited for low-end mobile users? Innoz being at the bottom of the pyramid innovation is the key competitive advantage. Low-cost or niche market or differentiation connects this case to the basic business strategy concepts. Through this case, students learn about many practical issues related to technology development in the global competitive environment. They are also exposed to broader trends and facets of start-ups and globalization. The Innoz case is designed to stimulate discussion of broad array of issues encountered by the early start-ups. In particular, it deals with introducing innovation and entrepreneurship skills leading to social change.

To identify new business opportunities for non-Internet mobile users. To explore various possibilities of application services for low-end mobile users. Evaluate the advantages and liabilities of expanding globally at a very early start-up stage. The case focuses on Innoz's early development with only concept in hand and transforming it into a profit-generating business. To develop and give exposure to entrepreneurship skill set in students. To understand learning and strategies behind setting up of start-ups and the motivating self-driven skills. Discussion on innovative use of technology as a stream of business. Silicon valley culture adaptation into Indian context. To highlight use of mobile technology for teaching and learning. To showcase how entrepreneur skill in business can lead to social transformation.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The Nokia case provides an opportunity to explore financing alternatives in a situation of broad strategic change. The case emphasizes the difficulties of managing the financial resources of technology-based companies when they fall behind in product innovation. Nokia, the world's leading producer of mobile phones, had recently seen its market share and profits eroded by rival products such as Apple's iPhone and phones featuring Google's Android operating system. In February 2011, Nokia CEO Stephen Elop announced a strategic plan and partnership with Microsoft to have Windows serve as its primary OS for smartphones. Since that announcement, Nokia reported a net loss in earnings, followed by a downgrade of its credit rating in the summer of 2012.

Analysts regard the next two years as a period of great uncertainty for the company. In January 2012, the CFO of Nokia estimates that the firm might require up to EUR4.3 billion in funding over the next two years to implement the plan under a representative downside scenario. Students are asked to evaluate the tradeoffs of raising the funds by issuing long-term debt, issuing equity, cutting dividends, or reducing cash. Given the firm's recent competitive struggles, none of the options is particularly appealing, which forces careful consideration of tradeoffs.

The Nokia is appropriate for use in upper-level undergraduate and graduate courses covering topics in capital raising, capital structure, corporate finance, and the costs of financing. A spreadsheet file of case exhibits to facilitate student preparation, teaching note, and instructional spreadsheet file are available for the case.

Two recently graduated MBA students are tasked with developing an ad-serving learning algorithm for a mobile ad-serving company. The case illustrates the way in which hypotheses can be tested in an A/B format or “horse race” in order to establish customer preferences and superior profitability. The case was written for a course elective covering hypothesis testing.

area E-Business; Corporate Strategy; Strategic Management; Operation Management.

level/applicability Senior undergraduate; MBA; EMBA.

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?

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.

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.

CSS 11: Strategy.

One of the case writers worked as a student in the summer of 2018 in EnoLight, which provided the inspiration for the case. The first author is not tied to the company and provides an unbiased perspective. The information presented in the case and the quotes were sourced from an interview with Farzad Moghiman in the Fall of 2018, email and phone follow-up with him, and information the second author remembered from his time at EnoLight, which was approved later by Farzad. Supplementary information was obtained from online sources, as cited in the case.

Farzad Moghiman, president of EnoLight, has a vision to revolutionize the use of light and bring it to the forefront of artistic designs. The company was founded in late 2016. Over a year was spent developing the business plan, finding additional partners, establishing the company as a limited partnership, finding and negotiating with suppliers and beta-testing its products. It is now time for Farzad to start selling as his funds, which were his lifetime savings, is running out. He knew the first decision to make was the target market. Identifying the first segment to target would help him select the distribution channel and other marketing plan elements.

The main objective of this case is to segment the market and identify the most attractive segment to target. This case offers an opportunity for students to segment both consumer and business markets and experience the significant impact of selecting the target market on other marketing mix elements. Furthermore, students are exposed to the difficulties of a start-up environment, resource constraints and a lack of market credibility – bearing these factors in mind while generating realistic alternatives. This case can be used in an introductory marketing course.

1. Apply segmentation variables to segment both business and consumer markets and understand how segmentation and targeting impact other marketing decisions.2. Evaluate different customer segments to select the target market.3. Develop the best positioning strategy for a new startup company.4. Recommend an segmentation, targeting and positioning (STP) plan that meets the company’s financial objective.

Mobile marketing.

Undergraduate and Graduate levels.

Driven by the ongoing evolution in mobile technologies and the increasing penetration of smart phones, the use of the mobile medium for marketing purposes is becoming more and more popular across industries. This case study presents an overview of the mobile marketing ecosystem embedded in the story of the transition of Turkcell from a traditional carrier into a leading mobile services provider. The aim is to familiarize the reader with the benefits and challenges of using the mobile medium for marketing communications and provide lessons from Turkcell experience for success in mobile marketing.

Develop a comprehensive understanding of the concept of “mobile marketing” and the current state of mobile technologies; develop a general knowledge of various types of mobile marketing applications; have a general knowledge and understanding of the consumer-centric value propositions of mobile marketing; gain a perspective on the nature and dynamics of mobile business environment and have the chance to examine real-market campaigns that leverage unique properties of the mobile medium.

Teaching notes.

Chris Barnett, director of global business solutions for Rand McNally, was deliberating how Rand McNally should respond to the emergence of wireless technologies for its traditional business of providing static maps and route-planning services. As maps became electronic, interactive, mobile, and enhanced with value-added features, Rand McNally's mapping business was gravely threatened. The opportunities for Rand McNally weren't obvious, and the pace at which wireless technology would disrupt its traditional business was also unclear. Barnett was considering three opportunities: syndicate Rand McNally's brand and mapping content to popular Web sites, become a provider of value-added services to businesses, or focus on automobile manufacturers and try to forge relationships for providing in-car mapping services.

To discuss organizational design, potential responses to disruptive technologies, and market opportunity analysis in order to identify the kind of technology, organizational, and sales force restructuring required to align Rand McNally's organization with the new environment.

Founded in San Francisco in 2009, Square finished 2012 as the darling of Silicon Valley; flush with more than $340 million in funding, the firm had grown to several hundred employees in just three short years. It processed more than $10 billion annually in credit and debit card payments from small business owners that used Square’s smartphone-enabled card swipe device wherever cellular or wireless Internet service was available.

However, Square’s success had attracted new entrants into the mobile payments processing space, both in the United States and abroad, threatening to derail the company’s remarkable trajectory. With its latest financing round valuing the company in excess of $3.4 billion, management and investors were considering which strategies would continue—even accelerate—the company’s growth

Square presents an opportunity for classes in strategy and technology management to contemplate the following:

• How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?

• How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?

• Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?

How can a startup disrupt an established set of incumbents without provoking a harsh competitive response?

How can a growth company in a rapidly changing industry expand beyond the core competency that fueled its initial growth?

Which growth platforms make the most sense for a company in a complicated ecosystem with many players offering divergent solutions?

“Starting up a new company” and “development of technology-based venture”.

The target audiences for this study are advanced business or non-business undergraduate students and MBA students taking courses of entrepreneurship, management of innovation and organization theory and design.

Yeayyy.com was a private limited company based in Bandar Baru Bangi, Selangor, a township located about 30 km south of Kuala Lumpur. It was founded by Mr Hazmin in early 2010 with a seed funding of RM150,000 (about US$50,000). By the end of 2014, its core businesses include developing mobile application (app), software and website, as well as conducting information technology (IT) training. The company had developed its own animation cartoon, Oolat Oolit, and had commercialized several mobile app inventions. These mobile apps include a Jawi (traditional Malay writing system) app, mobile games and Facebook apps which were compatible with most mobile operating systems. Since its inception, Yeayyy.com had aspired to follow the footsteps of the internationally acclaimed Malaysian home-grown animation production house, Les’ Copaque, which had produced the popular Upin Ipin series. Similar to Les’ Copaque, Yeayyy.com also planned to commercialize its in-house characters into TV series and to market related merchandises, along with its collaborative partner, CikuTree Studio. However, by the end of 2014, the company’s seed funding had depleted, thus forcing Mr Hazmin to strategize for the company’s future.

Understanding the process of entrepreneurship and technology-based venture development enables case analysts to apply the concepts in many situations involving business opportunities and company development.

CSS:3 Entrepreneurship.

Founded in 2004, OPPO has experienced the boom of the Chinese mobile phone market, the trend of mobile Internet and the prosperity of the smartphone market. While adjusting its business structure based on changes in the market environment, it has transitioned itself from an audio device manufacturer to a smart-phone manufacturer that offers hardware, software, and service.

This case study focuses on OPPO's evolution and strategy, and provides an insight into its history, competition, and strategic choices based on whether or not OPPO should release a feature phone with a foldable display at the MWC 2019, and discusses the core competitiveness that helped OPPO succeed against the market downturn. This case study helps students understand the development of corporate strategies and the process of building core competitiveness in the microcompetition in the red ocean market. We also wish to help students understand how to come up with the most appropriate decision-making framework and conduct a critical analysis on the issues based on the internal and external factors of their businesses while they make strategic decisions. When it comes to different dimensions and indicators coming to contradictory conclusions in particular, what should the manager of a business do to make the correct strategic decision?