Search results
1 – 10 of 77Sunny Vijay Arora, Malay Krishna and Vidyut Lata Dhir
This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align…
Abstract
Learning outcomes
This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align with categories in Bloom’s taxonomy (Forehand, 2010), consistent with the keywords underlined. More specifically, this case will enable students to learn the following: First, to analyze the distinctive features of a social commerce business model, and how these differ from a traditional e-commerce model. This objective maps to Discussion Question No. 1. This objective helps students to understand the value proposition of an unfamiliar business model (social commerce platform) and compare it with that of a familiar business model (e-commerce platform). Second, racing the causes for success and failure of a venture, using frameworks from entrepreneurship and strategy. This relates to Discussion Question No. 2. This objective helps students analyze strategic decisions of an entrepreneur in light of available resource constraints and by applying appropriate conceptual frameworks. Third, developing recommendations to help a new venture sustain its business model in the face of severe challenges. Discussion Question No. 3 covers this objective. This objective enables students to debate possible paths that the startup could take. The discussion on possible paths naturally causes students to create sustainable or viable options.
Case overview/synopsis
The case describes the challenge facing Vidit Aatrey, the founder and chief executive of Meesho, a social commerce venture headquartered in Bangalore, India, in October of 2022. While Meesho recorded the second-highest sales (by order volume) during India’s festive season, it also recorded layoffs and business closures. While Meesho’s core business of getting resellers to sell through its online platform seemed to be working, its new business ventures, such as expanding into the grocery business and into Indonesia, had failed and resulted in more than 300 layoffs. Meesho was also pressed for funding: valued at US$4.9bn, the global market for venture capital funding had chilled and now demanded profitability, not growth-at-all-costs. Meesho’s cash burn rate was about $40m per month, and Aatrey was hard pressed to come up with options for profitable growth.
Complexity academic level
This case is intended for students of management at a master’s level in a course on entrepreneurship. At the authors’ institute, this case is used with MBA students in an elective course on entrepreneurship and also in an elective course in general management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship
Details
Keywords
William D. Schneper and Colin Martin
Pebble Technology Corporation (Pebble) was an early entrant into the smartwatch industry. Pebble’s Founder, Eric Migicovsky, began thinking about creating a smartwatch in 2008…
Abstract
Synopsis
Pebble Technology Corporation (Pebble) was an early entrant into the smartwatch industry. Pebble’s Founder, Eric Migicovsky, began thinking about creating a smartwatch in 2008 while still an undergraduate engineering student. After selling about 1,500 prototype watches, he was accepted into Silicon Valley’s prestigious Y Combinator business start-up program. Finding it difficult to attract investors, Migicovsky launched a crowdfunding campaign that raised a record-breaking $10.27m on Kickstarter. The case concludes shortly after Apple’s unveiling of its soon-to-be-released Apple Watch. The case provides an opportunity to evaluate Pebble’s various strategic options at the time of Apple’s announcement.
Research methodology
The authors observed over 30 h of video and audio recordings of speeches, interviews and other events involving Pebble’s founder, other Pebble executives, investors and competitors. These recordings are all publicly available. Whenever possible, the authors also reviewed the Twitter feeds, Facebook sites and personal websites of Pebble’s top executives over time. Similarly, the authors followed Pebble’s official website, corporate blog and Kickstarter campaign websites. The authors also drew from numerous media reports. Due to the public nature of the data, no company release is provided nor has any information been disguised in any way.
Relevant courses and levels
The case is designed for both undergraduate and graduate students for courses in strategic management.
Details
Keywords
David Güemes-Castorena and Alejandro Téllez-Girón Barrera
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid…
Abstract
Case overview
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?
Learning objectives
With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.
Social implications
Gender inclusiveness in entrepreneurship.
Complexity academic level
Undergraduate and graduate-level.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship.
Details
Keywords
Blockchain technologies have pervaded modern crowdfunding and capital sourcing through a variety of financial instruments implemented as smart contracts. Smart contracts provide a…
Abstract
Purpose
Blockchain technologies have pervaded modern crowdfunding and capital sourcing through a variety of financial instruments implemented as smart contracts. Smart contracts provide a unique mechanism not only to create a unique one-of-a-type financial instrument, but also to enable unique innovations atop existing financial instruments due to underlying efficiencies. The smartness comes from the flexibility that programs provide which can create extremely unique financial instruments that are often complex to implement, yet easy to create, maintain through versioning, trade and destroy. The purpose of this paper is to describe the security token architecture as an application of smart contracts. Further, the author illustrates the implementation and design of a commonly used financial instrument known as Simple Agreement for Future Equity (SAFE) using the security token architecture proposed and smart contract functionality. The author then models the transaction using relational algebra, and, models the utility maximization. The author shows how on account of reduced information asymmetry between the investors and SAFE users (i.e. startups) utility is positive when smart contract-based security tokens are deployed for each state in the SAFE contract.
Design/methodology/approach
Using an existing well-adopted instrument called a SAFE contract, the author illustrates the architecture of a smart contract-based security token system. The author illustrates how different components of a SAFE contract can be implemented as a smart contract and discusses the advantages and disadvantages of applying blockchain-based smart contracts to design SAFE instruments. The author deploys two methods: a state space diagram to explain state transitions and a utility model to explain the utilities.
Findings
The key findings of this research study are the design of a security token architecture, which can be used to convert any the physical or contract-based financial instrument to a smart contract that runs on the blockchain. However, there are limitations to the implementation of the same which can be overcome. The model illustrates the positive utilities derived for all economic actors, i.e. the contractors, the utility providers, etc., in the market.
Originality/value
This paper is an original paper. For the very first time, the author explored the architecture of a security token system. Using a well-known financial instrument, namely the SAFE, the author describes various components, e.g. the four contracts that form SAFE and then model the utilities for the system.
Details
Keywords
Chul Hyun Uhm, Chang Soo Sung and Joo Yeon Park
This study aims to explore Accelerators and their practices in sustaining start-ups within their innovative programs for these companies based on the resource-based perspective…
Abstract
Purpose
This study aims to explore Accelerators and their practices in sustaining start-ups within their innovative programs for these companies based on the resource-based perspective. Moreover, with an ever-increasing demand for Accelerators amongst start-up companies, this study also demonstrates the importance of Accelerators, as it pertains to new venture creation.
Design/methodology/approach
This research uses an exploratory case study approach to examine a comparative view of leading Accelerator companies in the USA and Korea based on resource support.
Findings
The results of this study show that there are a number of differences between Accelerators of the two countries in terms of the resources they support for early-stage start-ups. The findings also show some similarities. However, in Korea, the Accelerator landscape is limited, where mentorship, resources and investments are not readily accessible, resulting in low success rates for Korean start-up companies. These limitations have had a negative trickle-down effect when providing entrepreneurs with strong access to resources and investors, which highly affects the success rates of early-stage start-ups.
Practical implications
In terms of the resource-based theory, this study contributes to the growth of early start-ups by emphasizing the role of the accelerator and suggesting the extent and impact that entrepreneurs have access to resources and investors.
Originality/value
With significant growth in start-ups around the world, the necessity for start-up funding and mentorship has increased drastically. Start-up companies need various types of assets, systems, knowledge and information to achieve their goals. In Accelerators, start-ups receive all the aforementioned resources while also improving their entrepreneurial skills. Start-up companies have many options in seeking investors who support both tangible and intangible resources to boost growth. While there is a wealth of information on traditional funding methods, there are few studies that shed light on the role of Accelerators from the resource-based point of view.
Details
Keywords
Pinar Buyukbalci and Meral Dulger
This study aims to explore the internationalization trajectory of emerging country digital economy ventures by specifically concentrating on how ambidexterity facilitates…
Abstract
Purpose
This study aims to explore the internationalization trajectory of emerging country digital economy ventures by specifically concentrating on how ambidexterity facilitates international market expansion. Further, this paper examines how these ventures develop dynamic capabilities by using their ambidextrous skills in the entrepreneurial ecosystem (EE).
Design/methodology/approach
This study adopts a multiple-case research design where data were gathered from five digital economy ventures in Turkey, serving an international array of customers.
Findings
The analyses reveal that, to a large extent, internationalization is enabled by the extensive use of ambidextrous skills in the ecosystem domain. We found evidence for practicing exploration and exploitation while interacting with several ecosystem pillars grouped as founder-related, firm-related and business context-related factors. These interactions portray how ventures sense, seize and transform resources to support their international expansion.
Originality/value
This study extends the current literature on internationalization by discussing the role of ambidexterity as a dynamic capability. The findings also demonstrate the EE as a construct to explain international entrepreneurial activity. Further, the study extends the existing literature by considering the calls for research on dynamic capabilities of international new ventures (INVs). Finally, the findings point to several implications both for practitioners and policymakers.
Details
Keywords