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Book part
Publication date: 30 October 2023

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Cognitive Aids in Strategy
Type: Book
ISBN: 978-1-83797-316-3

Book part
Publication date: 14 March 2024

Chelsea Phillips, Marc Becker, Gaby Odekerken-Schröder and Dominik Mahr

Service robots present a new frontier in the provision of services, with far-reaching implications for customers and managers alike. The purpose of this chapter is to examine how…

Abstract

Service robots present a new frontier in the provision of services, with far-reaching implications for customers and managers alike. The purpose of this chapter is to examine how service robots impact service providers' current marketing strategies. For this, the authors perform an integrative, nonsystematic review of international gray and academic literature to understand how both practitioners and academics perceive the impacts of the technology. Based on this analysis, the present work identifies three key themes that emerge from the current state of practitioner and academic research, namely (1) service robots demand new core business capabilities and competencies, (2) service robots offer new value propositions, and (3) service robots impact not only service providers' cost structures but also revenue streams. These insights are combined into the Service Robot Innovation Canvas, a visual tool for service providers to identify the impact of service robot implementations on a company's marketing strategy. In addition, based on the analyzed literature, the most pressing questions for researchers are laid out in a research agenda.

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The Impact of Digitalization on Current Marketing Strategies
Type: Book
ISBN: 978-1-83753-686-3

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Case study
Publication date: 26 September 2023

Gaurav Kumar and Anjali Kaushik

After studying and analysing this case, students would be able to evaluate and understand the importance and need of an infrastructure sector in a country, its inherent risks and…

Abstract

Learning outcomes

After studying and analysing this case, students would be able to evaluate and understand the importance and need of an infrastructure sector in a country, its inherent risks and scope of infrastructure investment and financing in India – National Infrastructure Pipeline and the important role of Non-Banking Finance Company’s (NBFC) vis-à-vis banks in infrastructure financing in India; critically analyse and recommend alternative decisions in a business problem situation using multi-criteria decision analysis, which is a tool used for business portfolio analysis; understand and evaluate the corporate portfolio management (CPM) tools used for an optimum portfolio mix to turn around companies; identify and suggest an optimum portfolio mix to turn around a finance company using CPM assessment applied to Pidun matrix; and recommend operational and strategic levers for successful turnaround implementation by using the integrated canvas on turnaround.

Case overview/synopsis

On 10 May 2020, in New Delhi, India, J. Ray took charge as a full-time director of an Indian Non-Banking Finance Company – Infrastructure Finance Company (NBFC-IFC). The NBFC-IFC of the Indian Government extended long-term financial assistance to infrastructure projects in India. During the financial year (FY) 2017–2018 till FY 2019–2020, the company suffered substantial losses to the tune of US$13.7bn, with profitability experiencing a notable decline – return on assets at a negligible 0.11% and return on equity of only 0.68%.

The NBFC-IFC had a declining yield on advances at 7.05%, net interest margins (NIMs) of 2.08% against a high cost of borrowing at 7.66%, a declining loan book (by 4.35%) of US$336.27bn and a fast-deteriorating asset quality with highest ever non-performing assets (NPAs) at 19.70% of its loan book. Such financial parameters, compared with that of the industry average of banks and finance companies, meant that the NBFC-IFC Ray had taken over was fast bleeding and was on the brink of being declared a sick company. In comparison, private and other government players had profitable and much healthier financials, and Ray felt that there was a need for improvement. To make things worse, Ray got to know that the Indian Government was in the final stages of setting up a new development finance institution focused on long-term infrastructure financing in India. Ray realized the question was not only of the NBFC-IFC remaining relevant but also of its existence in the fast-evolving sector. Ray wondered what could his his integrated canvas be for a turnaround strategy that could include effective management of an optimal portfolio mix.

With a healthy capital-to-risk (weighted) assets ratio of 30.85% and a satisfactorily improved net worth of US$103.1bn, in the given Reserve Bank of India regulatory provisions for the NBFC-IFC including restrictive exposure norms and NBFC-IFC’s operational mandate prescribed by the Indian Government, Ray had to shift the product and sectorial investment of the NBFC-IFC to reduce the NPAs, increase loan book size and improve the yield of advances and its NIM to effectively turn around the company’s profitability. Ray realized that he needed his team to evaluate and select a product and sector strategy for this change.

Complexity academic level

The present case of financing investment in infrastructure is interesting for implementation in developing economies because a lack of infrastructure is a common problem and there is a necessity of achieving a more developed infrastructure system to support accelerated economic growth in these countries. This case can be used in elective courses on corporate finance strategy and corporate portfolio management for infrastructure finance companies. This case can be taught in elective courses in post-graduate and MBA programs. This case can also be included in management development programs (MDP), executive MBA programs and executive-level courses that have subjects such as corporate finance strategy, corporate portfolio management and strategy management that focus on turnaround strategies including portfolio management for banks and finance companies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 4 December 2023

Mohamed Muse Hassan

Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to…

Abstract

Learning outcomes

Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to analyze how companies establish their products as viable and the go-to solution for consumers; perform a competitive analysis for competitive products; learn how to use data from the case, including industry trends, to predict the future market position of products; and learn how to develop strategies for new products in the market.

Case overview/synopsis

Abdishakur M. Afrah, who served as the Head of Business Development at Premier Bank, oversaw a substantial banking portfolio, which included Premier Wallet – the first digital wallet in Somalia. This case study outlines Premier Wallet’s journey and its transformative impact on the banking sector. Owing to the mobile wallet, consumers could, for the first time, engage in purchasing, withdrawing cash, shopping online and topping up without needing a bank account at Premier Bank. This allowed for the financial inclusion of the unbanked Somali population. This case study also highlights the Wallet Send feature, a disruptive feature that challenged the prevalent Hawala system in Somalia. This feature enabled customers to send money across 110 countries via their smartphones, facilitating direct deposits to the mobile or bank accounts of their family and friends or to cash withdrawal points nearby. Despite these advanced features, Premier Wallet struggled with broader acceptance, hindered by a mere 9% internet penetration, the absence of a national identification (ID) system and stiff competition from WAAFI, a fintech application supported by Hormuud Telecom, Somalia’s leading telecommunications company. The case study also delves into the strategic decisions Afrah had to make to position Premier Wallet as the top mobile money option for consumers in Somalia.

Complexity academic level

This case study is suited for undergraduate-level courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Book part
Publication date: 15 May 2023

Priya Jindal and Lochan Chavan

Purpose: The banking sector took the initiative to improve it by releasing a new blockchain application. This innovative approach connects customers from various geographic…

Abstract

Purpose: The banking sector took the initiative to improve it by releasing a new blockchain application. This innovative approach connects customers from various geographic locations and also gives them a sense of banks’ global presence. Competition is one of the most important market factors because consumer tastes, interests and demands constantly change, making it difficult to meet these problems.

Methodology: Blockchain develops a Blue Ocean Approach in this competitive climate by enticing numerous market segments and giving the financial industry a fresh perspective that benefits the potential consumer. This chapter illustrates how the Blue Ocean Approach can be unlocked by a disruptive technology called blockchain, which generates value innovation and renders the competition obsolete.

Findings: This paradigm shifts the emphasis away from the present competition and generates value and demand for the product. The researcher advises that the Blue Ocean Strategy in retail banking, which uses blockchain technology, works very well since it eliminates cut-throat competition and favours costs, operations, and meeting financial targets on time.

Practical Implications: The study focuses on the bank’s real-world application of the Blue Ocean Strategy and the discovery of sustainable marketing strategies that will aid in their pursuit of innovation. It also highlights the elements introduced in the banking industry to support innovation and the development of long-lasting markets.

Details

Contemporary Studies of Risks in Emerging Technology, Part B
Type: Book
ISBN: 978-1-80455-567-5

Keywords

Case study
Publication date: 8 August 2023

Jagandeep Singh

By analyzing and discussing the case, students should be able to identify macro environmental factors that impact business decision-making; apply Michael Porter’s five forces…

Abstract

Learning outcomes

By analyzing and discussing the case, students should be able to identify macro environmental factors that impact business decision-making; apply Michael Porter’s five forces framework; evaluate sources of synergy; understand the concept of disruptive innovation; choose sources of competitive advantage; apply the value proposition canvas; and apply tenets of Blue Ocean strategy.

Case overview/synopsis

The grocery retail market in India accounts for nearly 70% ($608bn) of the total retail market ($883bn). The brick-and-mortar multi-tiered distribution network for groceries encompasses a million wholesalers and distributors and 12 million retail outlets. These retail outlets serve as customer touch points where bulk of grocery shopping is done. The online grocery industry is a miniscule $5.5bn. High incomes, change in purchase behaviour, inclination towards speed and convenience on the demand side and alacrity on the supply side have paved the way for new format, quick commerce. Trends and forecasts suggest that quick commerce, a high cash burn business, will grow exponentially. Zomato has jumped onto the quick commerce bandwagon with the acquisition of loss-making Blinkit. The case analyses the quick commerce industry through the lens of Michael Porter’s five forces framework and the Blue Ocean strategy. It elaborates the profitability drivers of the industry and also examines the sources of synergy from the acquisition.

Complexity academic level

This case is suitable for a class on strategy in postgraduate-level courses. It can be used in a session on entrepreneurship and innovation.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Content available
Book part
Publication date: 15 May 2023

Abstract

Details

Contemporary Studies of Risks in Emerging Technology, Part B
Type: Book
ISBN: 978-1-80455-567-5

Book part
Publication date: 30 October 2023

Nicolay Worren

Traditionally, the main goal of empirical research has been to test theories. Yet, theory-testing is problematical in the social sciences. Findings from empirical studies have…

Abstract

Traditionally, the main goal of empirical research has been to test theories. Yet, theory-testing is problematical in the social sciences. Findings from empirical studies have proven hard to replicate and there is a lack of progress in creating a coherent and cumulative knowledge base. There are both practical and epistemological issues that prevent effective empirical tests. It is difficult to operationalize constructs and design decisive tests of theories. The laws and regularities posited in theories in the natural sciences are independent of human actors, while theories in the social sciences describe systems and structures that are created and maintained by human actors. Nonetheless, human actors are sometimes guided by theories. They may change their behavior or make different decisions based on academically produced knowledge. This relationship is usually mediated by the use of tools of various sorts (i.e., design principles, diagrams, or stories). I discuss why scholars should conduct empirical research to test the pragmatic validity of tools that are derived from theories rather than testing the scientific validity of the theories themselves.

Case study
Publication date: 19 March 2024

Cledwyn Fernandez and Archana Boppolige Anand

After completion of the case study, the students will learn about the blue ocean strategies that are adopted by entrepreneurs when they are entering into a new business territory…

Abstract

Learning outcomes

After completion of the case study, the students will learn about the blue ocean strategies that are adopted by entrepreneurs when they are entering into a new business territory and be able to perform an industry analysis and understand the competitive advantage that a firm possesses in a new market using Porter’s five forces framework.

Case overview/synopsis

This case study is about Sushant, an entrepreneur, who started his entrepreneurial venture in water sports tourism along the coastlines of India. His core business was into offering kayaking and camping activities. However, he planned to scale up his business by expanding its geographical reach. To fulfill this, he was also planning to manufacture his own kayaks, which would increase economies of scale in the long run. This case study investigates the dilemma of whether he should first increase his service offerings before expanding geographically or focus on geographical expansion and then increase service offerings.

Complexity academic level

This case is designed to be taught at the post-graduate level (Master of Business Administration) for an entrepreneurship course.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 27 September 2021

Sujata Mukherjee

The purpose of this paper is to examine the motives and the business model canvas adopted by urban poor women to set up microenterprises in the informal sector.

Abstract

Purpose

The purpose of this paper is to examine the motives and the business model canvas adopted by urban poor women to set up microenterprises in the informal sector.

Design/methodology/approach

The qualitative analysis used in the paper is based on empirical findings from field work conducted in Mumbai and Pune district in the state of Maharashtra situation on the western coast of the Indian sub-continent. In total, 63 women microentrepreneurs were interviewed using an interview guide, which contained open-ended questions regarding choices made to become an entrepreneur, business canvas mechanics, family and community support to start and manage their businesses. The paper presents findings across the sample and two selected case studies.

Findings

In contrast to the view that women’s informal sector micro entrepreneurship is a result of “involuntary exclusion” or “poverty”, this paper found that women’s motives are a result of a wide variety of factors including supplementing family income, gain social recognition and a variety of other reasons. The business canvas of the entrepreneurs focussed on key partners, resource planning, customer orientation and sales promotion.

Research limitations/implications

The limitation of the study is that it focussed on women micro entrepreneurs in the urban informal sector in Mumbai and Pune. Similar studies can be carried out in other mega-metro cities with a large urban poor population in India.

Social implications

Venturing in the microenterprise sector is an important way for employment generation amongst women from the low-income groups in the urban informal sector. Women are becoming important players in the microenterprise sector and have tremendous relevance in India as the contribution of this sector to the Indian economy is significant.

Originality/value

There are very few studies in the Indian context, which focus upon the business canvas of women micro entrepreneurs in the urban informal sector. This study, therefore, presents new knowledge around women’s micro entrepreneurship in India.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 17 no. 2
Type: Research Article
ISSN: 1750-6204

Keywords

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