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1 – 7 of 7After reading and discussing the case, the participants would be able to: apply 7S and VRIO framework for online furniture retail; evaluate the profitability of horizontal versus…
Abstract
Learning outcomes
After reading and discussing the case, the participants would be able to: apply 7S and VRIO framework for online furniture retail; evaluate the profitability of horizontal versus vertical marketplaces for selling furniture online; articulate the challenges faced by online furniture retailers; discuss the applicability of technology to enhance customer experience in online furniture retail; and discuss the omni-channel strategy which online furniture companies can adopt.
Case overview/synopsis
Although furniture has traditionally been an unorganized category, the online furniture platforms have been on an upward curve since past few years. Digitization of economy and usage of smartphones to access internet had given a thrust to online purchases. This case on Wakefit Innovations Private Limited is intended to provide the readers with the business and marketing insights of selling furniture using online platform. The readers will be able to understand how retailing furniture using e-commerce is full of challenges and how various marketing activities have helped Wakefit improve their customer base. The readers can discuss the advantages and disadvantages of horizontal versus vertical e-commerce marketplaces and various challenges associated with online furniture retailing. Whether Wakefit should continue setting up experience centres and the benefits that could accrue by usage of virtual reality, augmented reality and data analytics are additional dimensions which can be discussed by the readers. The case will benefit the professionals in understanding the challenges and marketing strategies used by online furniture retailers and the same can be replicated by other players in this sector.
Complexity academic level
This case is suitable for students enrolled for full credit course on e-commerce at post graduate level. The case can be discussed towards the middle of the course once the students have studied different formats of e-commerce marketplace.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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R. Edward Freeman, Patricia H. Werhane, Andrew C. Wicks, Thomas W. Fruscello and Jenny Mead
This case explores the larger context of competition among Internet companies for market share globally, especially in the emerging Chinese economy, as well as concerns about…
Abstract
This case explores the larger context of competition among Internet companies for market share globally, especially in the emerging Chinese economy, as well as concerns about advancing the core values of the company including user privacy. Specifically, it concerns the decision facing Yahoo! CEO Jerry Yang when he is confronted with a request by the Chinese government to release the name of one of its users for alleged violations of Chinese law.
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Christopher Grogan and Jeanne Brett
Based on the negotiation between Google and the Chinese government to allow access by Chinese citizens to a high-speed Chinese version of the Google search engine. In order to…
Abstract
Based on the negotiation between Google and the Chinese government to allow access by Chinese citizens to a high-speed Chinese version of the Google search engine. In order to reach agreement with the Chinese government, Google had to agree to allow the government to censor access to some sites turned up by Google's search engine. In agreeing, Google compromised its open-access policy. There were inquiries into the agreement by the U.S. Congress and some outcry from U.S. citizens.
To learn how to analyze a negotiation from the perspective of each party when one is a government and the other a private-sector organization; a subpoint here is the difference between short-term and longer-term interests. To address the difficulties of balancing business ethics and financial objectives; an important point here is to address what it means to be ethical in a for-profit business environment. To understand the long-term effects of short-term actions.
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Hetal Jhaveri and Ashutosh Dash
▪ Identify and explain the factors that contribute to the success of a restaurant business.▪ Analyse different sources of entrepreneurial finance.▪ Identify and explain local…
Abstract
Learning outcomes
▪ Identify and explain the factors that contribute to the success of a restaurant business.
▪ Analyse different sources of entrepreneurial finance.
▪ Identify and explain local entrepreneur’s expectations from a funding agency.
▪ Evaluate investment decision-making criteria for entrepreneurial funding agencies.
Case overview/synopsis
Kartikey Rajput, the promoter of a food park Urban Chowk, was waiting for the Covid regulations in the country to be relaxed. The entrepreneur in him found a business opportunity to provide hygienic food with a beautiful ambience and floated a food park (Urban Chowk) with the support of his wife Nikita Agrawal in 2017 and the second edition amidst Covid in 2020. The business model was well-appreciated by food vendors as well as customers. Rajput could see future growth potential in urban India. But his aggressive business plan to open five food parks in different cities in the next three years was disrupted due to the Covid pandemic. The expansion required huge investments, and post-pandemic challenges were plenty. The decision to go beyond Ahmedabad required the selection of cities besides the major challenge of the financing choice. The new cities might have huge footfall potential but finding the right location at the right price was a different challenge. Rajput was also concerned with the sources of getting the required finances. The entrepreneur was contemplating and evaluating the alternative sources of finance available to a start-up.
Complexity academic level
This case is appropriate for a graduate and post-graduate level programme in the courses like entrepreneurial finance, entrepreneurship and strategy. This case can also be used in an executive programme on management and Management Development Programmes (MDPs) on entrepreneurship or entrepreneurial finance.
Supplementary materials
Teaching notes are available for educators only.
Subject Code
CSS 1: Accounting and Finance.
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Neena Rohit Jain and Dinesh Jaisinghani
Human Resources and Organizational Behavior – dealing with the HR issues in mergers and acquisitions (M&As).
Abstract
Subject area
Human Resources and Organizational Behavior – dealing with the HR issues in mergers and acquisitions (M&As).
Study level/applicability
MBA and other similar programs at the post-graduation level.
Case overview
The current case deals with human resource (HR) issues in the merger of Kotak Mahindra Bank (KMB) and ING Vysya Bank (IVB). The case discusses various aspects of the merger process and focuses on the key challenges that firms face while integrating the employees of the merged entities. The case also highlights the steps taken by KMB to ensure that the merger process is smooth and employees are adequately motivated. The case also discusses the process adopted by the merged entity to efficiently integrate the employees.
Expected learning outcomes
The case can be a part of an organizational behavior course and a banking course. The current case allows students to make decisions while dealing with situations pertaining to employees’ integration in an M&A deal. The major expected learning outcomes of the current case include being able to: understand industry structure using the Indian banking industry as a case in point; identify the major challenges in any M&A deal; list down key HR issues in any merger activity; analyse strategies that can be adopted to deal with HR challenges; and construct a plan of action for integrating employees in a merged entity.
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: 6: Human Resource Management.
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Jennifer Brown and Craig Garthwaite
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their…
Abstract
At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.
Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.
In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.
The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.
Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.
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Ralph Boe and Marilyn Michelle Helms
This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and…
Abstract
Synopsis
This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and resulting product quality issues during the late 1990s. The case profiles CI’s position in the UK marketplace as well as highlights the growing international competition from Europe and Mexico. Comparisons between customer’s preferences for carpeting in the USA vs the UK are included. Additionally, the case introduces first-mover advantages in the application of innovational ideas applied to a mature industry in another country.
Research methodology
This case study was written by the CEO of the company as the lead author. The case is not disguised.
Relevant courses and levels
This case is appropriate for undergraduate strategic management/business policy classes.
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