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The purpose of this paper is to chart the development of bancassurance as a method of selling insurance and how it fits within the regulatory environment in Ireland.

General review of the leading financial institutions retailing insurance in Ireland and their respective processes in retail distribution.

Unlike in Europe where bancassurance involves the bank creating insurance products, in Ireland many banks engage insurers to create product to be sold via banking network, call centre or online. Whitelabeling insurance products allow the bank and insurer to enter or exit the market. In developing a bancassurance product, fundamentals need to be in place for success. The regulatory environment also does not favour banks creating insurance products; hence, this method is suited to the Irish market based on market size and existing distribution channels.

Based on a general review of the market, past and present, it does not take into account future developments of the banking sector which is subject to change post the EU banking crisis.

The paper establishes the current trend of banks entering the insurance market in Ireland.

Based on observation, general literature review and the current regulatory requirements to retail insurance in Ireland, the paper offers a perspective of market entry for a bank to sell insurance.

While competition within car and home insurance increases through more players and also unfamiliar entrants to the market (supermarkets), the purpose of this paper is to report on a study of one large insurer in Ireland which attempts to differentiate itself from its peers.

The paper does this through a literature review of the insurance market and customer relationship management, and a detailed study of the company loyalty programme and its application to its customers.

The loyalty programme employed suits the particular sector in terms of purchase intention and also gives the customer of the insurance brand a sense of belonging and relevance where they can avail themselves of savings on related products.

Information sourced is based on published data from the company and other peer reviewed journals. This is a study on a simple loyalty programme that can be applied to low frequency purchases.

This simplified loyalty programme gives the brand high recognition values in terms of how the brand is made relevant to the customer through discounted related products.

As loyalty programmes are not a usual feature of financial services, this paper highlights a unique programme in operation that is being replicated elsewhere.

This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by Zomato are ideal for in-class debate and discussion. The following learning objectives can be fulfilled through this case: understanding the promises and issues raised by data network effects; comprehending the problems an e-commerce firm faces in re-configuration; illustrating the responsibility of an established e-commerce firm towards its stakeholders; and discussing how a firm should navigate its relationship with its stakeholders.

Zomato.com, the largest Indian food aggregator and delivery platform, was contemplating the launch of Zomato Instant, a 10-min food delivery. Currently, the company’s delivery model pivoted around delivering food within 30 min. Recently, Zomato acquired Blinkit, an online grocery shopping app that was positioned to deliver groceries in 10 min. Deepinder Goyal of Zomato felt that customers would soon be more discriminant in demanding quicker services, as they might not be comfortable with 30-min deliveries. Hence, Zomato’s business model must also be re-configured to provide 10-min deliveries. Armed with access to customer data, Goyal predicted items that could be prepared and delivered within 10 min from its dark stores and automated kitchens. Although the model seemed promising and the company was upbeat about it, Zomato Instant faced challenges on several fronts. From the human angle, the decision was criticized on social media, mainly around the violation of road regulations, road safety issues and pressure on the delivery personnel to perform. Many delivery personnel had fled this gig work to join their pre-COVID jobs. Even the Competition Commission of India had established an inquiry into Zomato’s anti-competitive practices using customer data.

This case is best taught as part of a curriculum in management programmes at the post-graduate level, in courses such as e-commerce, e-retailing, business models for electronic commerce and online entrepreneurship/new age entrepreneurship. In terms of the positioning in the course, this case could be used to demonstrate the challenges of re-configuration of an online platform.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case allows students to critically analyse the business model of Zomato which is a multi-sided platform/in the foodtech industry. It helps students to critically analyse how firms enter into the global market to create value and maintain dominance over the local market (especially in a large market such as India). The case can also be used to introduce students to the business canvas model by analysing foodtech start-ups. The outcomes are as follows: to understand the Business Model Canvas as a tool to describe and analyse the foodtech business such as Zomato’s, based on its value proposition and the way it sells its services; to conduct a value chain analysis and analyse the business models adopted by foodtech companies; to understand how Zomato can aim at global value creation; and to design a clear growth strategy and evaluate Zomato’s options to internationalize or expand locally.

The year 2018 was an important year for Zomato as it geared up to chart new heights amidst the changing dynamics of the industry on one hand and a co-founder exiting the company on the other hand. Zomato was incepted in 2008 as a restaurant discovery platform offering users the ability to access restaurant menus and post online reviews. It provided a range of value-added services for both its restaurant partners and end customers. Its vertical integration enabled it to grow its revenues across its three lines of business, namely, dining out, delivery and sustainability. Zomato was an early internet start-up that expanded rapidly in the international markets. In the past ten years, the company both scaled and rolled back its operations with unique lessons learned in each market that paved its path for success both locally and globally. The domestic market was being dominated by a few large players sharing the market. Reports by market intelligence firms showed that Swiggy, the closest competitor was starting to dominate Zomato in India [1]. Deepinder, CEO, Zomato’s dilemma for adding value and increasing revenues by weighing options of whether the company should strengthen its presence in the domestic market, or, venture into foreign markets or serve both local and foreign markets.

This case is appropriate for postgraduate courses in Strategic Management or International Business.

Teaching notes are available for educators only.

CSS 5: International Business.