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The purpose of this study is to examine the relevance of academic research, in terms of the topic match, to commercial practise in information technology, using the case study of a large and very rapidly growing supplier that uses leading-edge management approaches, Salesforce.com.

Academic literature review and review of commercial literature and information published by Salesforce.com.

Academics’ choice of topics matches the issues and topics present in the development of Salesforce.com, but suffers from the lack of interdisciplinary approach and particularly fails to integrate technical, marketing and financial approaches.

The case study is of only one company, though an important one, although other large companies are involved e.g. Amazon Web services. However, the approach could easily be widened to several companies.

The case study approach will help academics focus on creating more applicable research and help students to learn about companies and may also eventually help practitioners to create thought leadership.

If the financial and economic aspects of such case studies are integrated with other business aspects, these will provide a better view of the positive (or negative) contribution made by companies such as the one in the case study.

This is the first time that a case study has been examined in the context of the relevance/rigour debate.

Despite increasing interest in business model innovation (BMI), there is only limited scholarship that examines how business model (BM) innovators present and explain their innovations to various stakeholders. As BMI often involves the creation of a new ecosystem, understanding how innovators can gain support of future ecosystem members is important. Based on a longitudinal case study of Salesforce, a pioneer in cloud computing, the authors show how the innovator’s skillful framing to different audiences fosters the emergence of an ecosystem around the new BM. The authors suggest that effective framing constitutes an important strategic process that enables BM innovators to shape new ecosystems due to the performative power of words.

We investigate how Salesforce’s key people used analogies and metaphors during the deployment of their (then) radical business model innovation. Our analysis shows how Salesforce’s entrepreneurial team skillfully used a mix of analogies and metaphors to communicate its innovations and differentiate the company from its competitors. We also show how business model innovators can weave together analogies and metaphors to create distinct meta-narratives that elicited strong emotions and helped construct a memorable organizational identity that galvanized stakeholders around the firm’s ecosystem appeal. We conclude by discussing the implications of our findings for business model and cognition research.

Digitalization is one of the most important phenomena that characterize the last decade – not only in business-to-consumer markets but also in business-to-business as well. The advent of digital technologies has multiplied the number and type of touchpoints between actors, thus generating new spaces of interaction where cross-boundary movements are frequent and traverse physical and digital contexts. All these elements, in turn, produce a higher need for coordination in business relationships. By using the concept of boundary objects, the purpose of this paper is to understand the main functions of boundary objects to coordinate business relationships across digital and physical contexts.

The empirical research is based on two case studies where the role of boundary objects is particularly emphasized: Salesforce.com and 3DiTALY. 27 qualitative interviews with key referents have been carried out. To analyze data, the authors applied a constructionist perspective based on Carlile’s (2004) framework of transferring, translating and transforming knowledge across boundaries.

The study will identify six functions that boundary objects play in coordinating business relationships across physical and digital contexts. It will also show the relevance of a mental network space of shared understanding to enable changes in the relational network space.

This study makes concrete the abstract idea of boundary objects. Therefore, it sheds light on the opportunity of managing strategically boundary objects in order to improve their effectiveness in digital environments.

The study will contribute to IMP research on b-to-b relationships by showing that, in digital contexts, boundary objects are key to coordinate interaction in space and cross-boundary movements. The study will show that once considering a digital context, the traditional functions of boundary objects in terms of transfer, translation, and transformation can be further declined into sub-functions. The study will also provide important managerial implications on how boundary objects can be strategically used by companies to increase the effectiveness of their business relationships.

This case uses an array of carefully selected and excerpted revenue recognition related information contained in Salesforce.com's January 31, 2019, 10-K. Maria, the fictional protagonist, is seeking to understand those disclosures as part of her preparation for an upcoming job interview with the company. As such, she is relying on those disclosures to provide insights as to the company's main product/service lines, the events that signal when and how much revenue the company has earned (i.e., the essence of its business model), along with the related official generally accepted accounting principles (GAAP) criteria pertinent to the valuing and timing of recorded revenues.

The purpose of this paper is to show that collaboration is a vital cog in the “wheel” of knowledge management. The exchange of knowledge between individuals and enterprises is accomplished by knowledge sharing technology, enabling tools that provide communication and knowledge capture in the form of wikis, blogs, online repositories, and instant messaging applications. In order to keep pace with the demands of the ever‐changing knowledge economy, organizations must be aware of the knowledge sharing tools that are in use today, customizing the technology to help them maintain a competitive advantage in the global marketplace. This article introduces knowledge sharing products that are readily available in the commercial market. Products distributed by SalesForce.com, BMC Software, DCASoft, and Atlassian are highlighted. An evaluation of Atlassian's Confluence collaboration product is provided.

The paper lists the capabilities of product offerings by several companies, and provides an in‐depth product review of a web and database‐enabled collaboration application that is fully‐installed on a web server.

There have been several success stories in which government, commercial, and academic institutions have improved performance by using knowledge sharing technology. However, organizations must be prepared to identify technical staff and/or hire consultants who can integrate and customize knowledge sharing applications to suit the needs of their environments. These system integrators should have extensive internet development skills using the eXtensible Markup Language (XML), Hyper Text Markup Language (HTML), Really Simple Syndication (RSS), database connectivity, portals, and web programming languages such as Java and Perl.

Enterprises can achieve a significant return on investment (ROI) by integrating collaborative technology into their daily operations. Benefits would be measured in terms of increased productivity, improved performance, and profitability.

Strategic innovation through the deployment of a sophisticated collection of information systems and technologies to help accomplish financial inclusion for the urban poor.

This case is suitable for graduate courses on strategic planning and innovation.

Janalakshmi Financial Services (JFS) is a microfinance company that seeks to serve the financial service needs of the urban poor, a market segment with huge growthpotential. This operation involves large numbers of cash transactions making effective control mechanisms necessary. However, small margins make an innovative strategy necessary. JFS states that information technology (IT) is its DNA. The way in which the leadership team used a variety of ITsolutions to create an integrated set of well managed operations provides a very useful lesson in managing the process of strategic innovation.

The primary learning objective is to help the student understand the impact of strategic innovation through the use of information systems and technologies. This is achieved by helping the student to: connect the abilities provided by information technology to the social objective of financial inclusion; understand what financial inclusion means to the urban poor and how this segment differs from other microfinance and banking segments; assess the approach (related to organizational design as well as systems) JFS has employed to accomplish the objective of financial inclusion among the urban poor in India; analyse the systems and processes JFS has used to deliver services to its target market while making processes more transparent and efficient at JFS; and assess the risks to which JFS is exposed throughits business activity as well as the use of information technology.

Teaching notes are available; please consult your librarian for access.

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.

Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.

Discussion of the case will enable students to identify the cornerstones of industry development using simple frameworks like PESTLE and five forces that shape strategy. They will be able to identify critical success factors and evaluate how a firm gets competitive advantage. They will also be able to assess whether the advantage is sustainable for the firms and along which dimensions they have only competitive parity. The issues of contemporary firms growing through the use of network strategies is also highlighted and students will learn to appreciate the role of platforms and connectivity for gaining sustainable advantage.

This case describes the growth strategy of NoPaperForms, a start-up in the domain of enrolment automation for higher education in India. Naveen Goyal, the founder CEO sensed an opportunity in this growing industry segment and acquired it from the founder, Vishal Shah in 2017. The ultimate objective of an educational institute was to attract talent, Goyal evolved a comprehensive enrolment solution starting with the time a prospective student made an inquiry for enrolment till the time he/she paid for enrolment. It was a complete panel, bundled and packaged in a single system taking care of lead management, lead nurturing, application management, fee payment, post-application management and enrolment. He developed it into a unique blend of a customer relationship management (CRM), which was unique in the country. At this juncture, Goyal was exploring growth avenues. On the client side, he had the alternatives of focusing on the B2C segment or diversifying from B2B to B2C. Geographically, he had the options of expanding to tier II and tier III cities, which were the next growth hubs. The option of growing internationally was also on the cards. The purpose of the case is to analyse the opportunities in the education technology sector, specific to student enrolment and leverage the competencies of the firm to detail the future strategy of the firm.

The case can be used in a MBA program for a course in Strategic Management in the module of strategy formulation after fundamental concepts and theories of Strategic Management have been discussed.

Teaching notes are available for educators only.

CSS 11: Strategy.