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Items 1-10 of 64
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Strategy BigBasket and Quick Commerce: The Basket is big, but can it get Quicker?BigBasket, an online grocery platform launched in 2011, established itself as a leader in India's fast-growing e-commerce market, capturing a 37% share of the online grocery segment by 2021. With a robust supply chain, diverse product assortment, and a scheduled delivery model, the company catered to evolving consumer needs, further buoyed by the pandemic-led digital acceleration. In May 2021, Tata Digital, a subsidiary of the Tata Group, acquired a majority stake in BigBasket, integrating the company into Tata's vision for a comprehensive digital consumer ecosystem. However, the competitive landscape was shifting rapidly. Emerging Quick-commerce players like Swiggy Instamart, Blinkit, and Zepto disrupted the market with a promise of ultra-fast delivery-targeting impulse and top-up purchases, an emerging segment of consumer demand. With a neighborhood dark store led delivery model, the new players were delivering a superior customer experience compared to BigBasket's scheduled delivery model. This raised critical questions for BigBasket's leadership: Should the company enter the Quick-commerce space? If so, should it build capabilities in-house or acquire an existing player? How could BigBasket leverage its established strengths while developing new competencies for this high-speed model? Most importantly, was it possible to make Quick Commerce a sustainable and profitable business in India's price-sensitive market? This case presents BigBasket's strategic dilemma as it navigates the challenges of maintaining its leadership position while addressing the disruptive potential of Quick commerce.
Learn MoreLearning Objectives
This case helps students explore strategic decision-making in dynamic and competitive markets. Through BigBasket's dilemma, they analyze how organizations can evaluate new business models and navigate challenges such as the build-vs-buy decision, aligning emerging opportunities with existing capabilities. The case also delves into the nuances of consumer behavior, contrasting value-driven and convenience-driven segments and their implications for operating models. Additionally, it examines supply chain and operational optimization, offering insights into designing scalable and profitable strategies in e-commerce.
Published: Jan 20, 2025₹399.00 -
Strategy Responding to Aggressive Competition: Huawei's Entry in the Networking Equipment Industry
The global networking equipment market is grappling with the aggressive rise of Huawei Technologies Co. Ltd., a Chinese multinational company recognized for its competitive pricing and rapid technological advances. Historically dominated by firms such as Nokia, Ericsson, Lucent, Alcatel, and Siemens (the NELAS), the industry has been reshaped by Huawei's bold strategies, which pose significant challenges to the established players. This case first examines two near simultaneous shocks-regulatory and technological-that altered the attractiveness of the networking equipment industry and affected the historical incumbents (the NELAS) and the new incumbents (Cisco and Juniper), and how the industry subsequently evolved. The case then brings in the theme of disruptive innovation by exploring the entry of Huawei into this industry. Central to the case is the analysis of how the incumbents-both historical and new-should respond to Huawei's disruptive entry. In this, the case contrasts the plausible responses of the historical incumbents (the NELAS) with those of the new incumbents (Cisco and Juniper), given their different positions in the industry. The case explores the concept of corporate advantage versus business unit advantage, offering insights into how companies can leverage their strengths to navigate a rapidly changing competitive landscape.
Learning Objectives
- External Analysis: Understand the industry structure, competitive forces, and the impact of regulatory and technological changes. Understand the evolution of an industry in response to external shocks.
- Corporate Strategy: Explore strategic options from a corporate perspective, including mergers and acquisitions, alliances, and restructuring.
- Internal Analysis: Examine strategic positioning and the competitive advantages of different firms.
- Disruptive Innovation: Understand that disruptive innovation is innovation in business models rather than in products or technology.
- Strategic Response: Evaluate short-term and long-term strategic responses to a competitive entry.
Published: Nov 21, 2024₹399.00 -
Strategy Thermax: Balancing Growth and Sustainability
The case describes the growth journey of an Indian multinational engineering conglomerate, Thermax Limited, over its last five and a half decades of existence. Thermax, a family business spanning three generations, provided integrated solutions in clean energy, air, and water. The family's business philosophy encouraged the adoption of sustainable and green operations. They pursued responsible growth. This involved first meeting the energy requirements of energy-starved markets (such as India and Africa) and then investing in sustainable energy business practices. The company focused on sustainable medium-term profitability and not on short-term increases in market capitalization. Moreover, it had conservatively concentrated model for business growth. The present MD and CEO, Ashish Bhandari, is given the mandate of responsibly managing and accelerating growth by increasing the annual turnover threefold from INR 60 billion to INR 185 billion by 2030. This significant growth posed challenges such as managing the growth responsibly, financing the required capex, and managing the human resources requirements. The case concludes with Bhandari facing some tough decisions to make about striking a balance between business growth aspirations, institutional investors' future expectations, and the family business legacy of social consciousness.
Learning Objectives
- To comprehend the global energy transition trends, and the regulatory norms governing emission protocols.
- To illustrate the difficulties faced by professional managers in the successful execution of a fast-growth strategy in a tradition-driven family business.
Published: Jan 20, 2025₹399.00 -
Strategy Ashok Leyland: Leveraging Digital Twins for Business Model Innovation (Case A)
Ashok Leyland (AL), the automotive arm of the conglomerate Hinduja Group of India, was among the world’s leading manufacturers of commercial vehicles. Venkatesh Natarajan, President of IT and Chief Digital Officer at AL, had actively led AL’s digital transformation movement for over a decade.
The case study “Leveraging Digital Twins for Business Model Innovation (Case A)” is set in January 2022. Natarajan reflected on AL’s digital transformation journey while addressing the “Future of Factories” summit in Chennai. He highlighted AL’s progress in the domain of Commercial and Connected Vehicles and described how AL transitioned from a product organization to a services-led, data-driven organization. He narrated how AL leveraged digital technologies to ensure its future readiness and mitigate turbulence in the business environment during the COVID-19 pandemic. Toward this end, AL created digital twins, which led to a plethora of business cases. The case study prompts the reader to consider whether connected vehicles could be translated to a higher share of wallet from the customer. Could this help amplify the returns from vehicle sales?
Learning Objectives:
Understand how organizations align their digital transformation vision with the organization’s vision.
- Understand the concept of a digital twin and identify its business benefits.
- Understand how digital transformation helps create business model innovation.
- Understand how organizations manage change at the enterprise level by creating a digital mindset.
- What other organizations can learn from AL’s digital transformation journey.
- Understand how organizations can derive business benefits from monetizing data.
Published: Sep 30, 2024₹399.00 -
Strategy Dabbawalas: Masters of Precision but enough to survive?
The case examines the century-old lunch delivery service of the Dabbawalas in Mumbai, India, which is known for its remarkable operational efficiency and precision. In operation since 1890, the Dabbawala system relies on meticulous coordination and time-tested processes, ensuring that about 5,000 semiliterate workers deliver approximately 200,000 lunchboxes daily to officegoers across Mumbai. They operate in small teams, each managing its customers, finances, and logistics. The delivery process involves multiple hand-offs, and all this is accomplished with an exceptionally low error rate. However, despite attempting several initiatives in response to these two challenges, they have struggled to adopt them across the organization, partly due to the decentralized nature of the organization and a lack of strategic coherence. The case highlights the need for strong leadership and strategic direction to navigate the disruptive changes. A decentralized organizational structure, although effective for operational efficiency, poses challenges for innovation and scaling new initiatives. To remain competitive, the Dabbawala leadership must balance maintenance of their traditional strengths with adoption of new strategies.
Learn MoreLearning Objectives
After reading this, the students will be able to:
- Analyze the impact of disruptive innovations on traditional business models.
- Explore strategies to respond to disruptive innovations and maintain competitive advantage.
- Understand the role of leadership and organizational structure in fostering innovation.
Published: Sep 16, 2024₹399.00 -
Strategy Anthyesti Funeral Services: Time for Business Model Transformation
It was November 2022. Shruthi Reddy, Founder and Director of Anthyesti Funeral Services (hereinafter Anthyesti), sat in her Bengaluru office, reflecting on the past five years. Reddy had established Anthyesti in Kolkata, India, in 2017. The societal structure in India was deeply rooted in cultural traditions, which made it difficult for commercially run funeral services to be accepted. Reddy was among the few early entrants in this space. The flourishing start-up ecosystem in India was not open to the idea of investing in professionally run services for coordinating cremations and memorials or facilitating the logistics of funeral management. Thus, for a young woman entrepreneur with no business background, running a service in this space seemed unthinkable. Reddy began by bootstrapping her business with personal funds, and after demonstrating high growth within the first year, she expanded her services to six other cities in the next five years. However, she had to deal with several challenges over the years. In the wake of the COVID-19 pandemic, other players entered the market and established themselves in the funeral management services domain. In light of the growing competition, Reddy considered her next move. How should she continue to grow and earn healthy margins that could attract investors? Should she differentiate her services or try to compete on efficiency and cost? What services or service bundles would offer the best opportunity for sustained growth?
Learning Objectives
- Understand the entrepreneur's journey as she explores her dream, and learn how the world of investors and marketers works.
- Understand the evolving landscape for private players in funeral management services.
- Understand business model innovation as a response to growing competition.
- Understand the implications of standardizing services versus customizing them.
- Understand how partnerships and collaborations drive business and how technology can lead to business model innovation.
Learn MorePublished: Jun 26, 2024₹399.00 -
Strategy SELCO'S Solar Revolution: Driving Sustainability, Inclusivity, and Social Transformation
The case traces the 25-year-long journey of SELCO (Solar Electric Light Company) from its inception in 1995 to the onset of the COVID-19 pandemic in 2020. SELCO's aim was initially to provide solar home lighting systems for India's impoverished rural communities. After the success of this phase, SELCO's first phase (SELCO 1.0),the organization, under founder Harish Hande's leadership, began to explore how it could better serve the communities it was helping. This led to SELCO 2.0, which focused on creating livelihood opportunities through solar-powered appliances. SELCO realized that it had the potential to do more. It evolved further, progressing to SELCO 3.0, which strove to deepen its social impact with SELCO Foundation and the development of a unique SELCO ecosystem. The case explores how for-profit social enterprises such as SELCO evolve with time, how the landscape of the field they work in changes, and how their success is often determined by multiple factors: a unique organizational culture, exceptional leadership, and an on-ground understanding of real issues. The case questions how an organization like SELCO should proceed as it tries to apply the SELCO model in new locations, and how the SELCO culture can be preserved as the leadership changes.
Learning Objectives
Learn More-
The constant requirement for a social enterprise to reinvent itself to stay relevant as needs and opportunities arise and evolve.
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How decentralized operations can help social enterprises cover more ground and create more impact at every level.
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The importance of investing in social capital, focusing on aspects such as ethics, customer centricity, and a sense of ownership.
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How an on-ground understanding of the real issues offers a better perspective, leading to the ability to develop holistic, implementable, and realistic solutions.
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How transition and growth occur over time when diverse solutions must be offered and the very nature of these solutions evolves and expands with the organizational vision (for SELCO, the evolution from lights to livelihood to the SELCO way of life).
Published: Jun 7, 2024₹399.00 -
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Strategy Logy.AI: Revolutionizing Oral Health Through Artificial Intelligence
Capitalizing on the digitalization trend, Logy.AI captures a substantial market in the Indian and Nigerian oral healthcare space, earning a revenue of US$110,000 in FY 2023. The company's international and domestic adoption, which exceeds 200,000 within a year, demonstrates its significant influence and growth potential, while the anticipated 173% growth in FY 2024 signals a clear path to profitability, steering toward financial sustainability while expanding its market presence. Priyanjit Ghosh, Co-founder and CEO of Logy.AI, recalls the path to building Logy.AI. While driving home from a party to celebrate his team's efforts and the impact their solution had made, the exchange of ideas between the founders sparks a profound thought about Logy.AI's way forward. How do they revolutionize the oral healthcare market for their growth journey? Should Logy.AI look beyond oral care to explore AI solutions for other healthcare problems? Should they penetrate new markets with the AI-based oral detection solution they already have? What should be their growth strategy and operating model?
Learning Objectives
Learn MoreBy working through the case and its discussion questions, students will have an opportunity to: - identify suitable growth strategies - assess the critical dimensions and the associated implications of building a marketplace, - explore the operating model of platform-based businesses, and - evaluate the key capabilities required at each stage of an entrepreneurial journey.
Published: Mar 25, 2024₹399.00 -
Strategy Mrida: Nurturing The Love for Learning Among Tribal Children in India
The case documents the challenges of Priya Nadkarni and Digvijay Singh, the cofounders of Mrida Education and Welfare Society (MEWS). Recognizing the need for intervention at a much early stage of learning to alter the mindset and nurture a love for learning, the duo established the Riverside Natural School (RNS) under MEWS in 2016. RNS introduced innovative teaching models drawing on the tribal children's innate cultural capital and core strengths by integrating sports, computers, robotics, and other new-age technologies with the conventional formal education curriculum. The aim was to make the tribal children of the Mandla district in Madhya Pradesh develop a love for learning, gain worldly exposure, develop higher aspirations to become education-oriented, and thus be ready to take up jobs without any inhibitions. In this process, they identified the inherent socioeconomic issues and started addressing them. The program started showing results, beneficiaries grew in number, and outcomes improved.Also, public and private partnerships started building up for MEWS. What started with pre-primary to class four expanded to offer the program up to class seven. As children at the RNS started progressing to higher classes, Nadkarni and Singh felt the need to transition to a fully residential higher secondary school. This warranted extensive investment in infrastructure. With a nearly fully subsidized service model and reliance on donations, predominantly from individuals, Mrida had to mobilize funds for its expansion. In addition to funding, Nadkarni and Singh stared at a formidable human resources (HR) challenge compounded by the project's non-profit nature and geographic location.
Learning Objectives
Learn MoreThe case will help students:
- use the Theory of Change (ToC) methodology to plan, execute, and evaluate change,
- strategically leverage cross-sector partnerships to scale social impact,
- make use of the various funding options, being fully aware of limitations and considerations while operating a non-profit organization (NPO), and
- analyze and understand the typology of the HR architecture of NPOs and manage the HR challenges of an expanding NPO.
Published: Jul 10, 2023₹399.00 -
Strategy Driving Digital Transformation at Tata Steel's Marketing & Sales Department: A Change Initiative
Set in 2019, this case explores Tata Steel's journey in utilizing digital technologies to enhance customer engagement. Tata Steel, founded in 1907, had emerged as the ninth-largest steel conglomerate globally, with major production facilities in India and overseas. With a focus on B2B, B2ECA, and B2C markets, the company established a task force on digital strategy to drive innovation and stakeholder experiences. They prioritized initiatives such as reverse mentoring and the Digital Enthusiasts Exploration Program. The company aimed to "Think Big, Start Small, Scale Fast" in delivering digital projects in the Marketing & Sales division. By creating a digital roadmap and filtering initiatives based on value and execution feasibility, Tata Steel identified opportunities in each market segment. The division successfully embraced digital transformation and overcame challenges during Phase 0 and Phase 1. The case explores future considerations, including regional expansion, exploring new technologies, and upskilling the team or hiring consultants.
Learning Objectives
This case provides insights into successful transformation, including techniques for making non-digital natives aware of technology, fostering digital literacy, and overcoming resistance. It offers a framework to accelerate adoption, addressing challenges faced by technology-averse organizations. The case explores transformation opportunities in B2B, B2ECA, and B2C segments within the steel industry, emphasizing enhanced experiences, streamlined operations, and data-driven decision-making.
Learn MorePublished: Jun 20, 2023₹399.00
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