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12 cases found.

Careem - Selling Rides or Selling Tech? Strategic Agility and Scope in a Platform Business

By  Neil Jones,  Jean Wee
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In 2012, when Careem first started operations in Dubai as a private limousine booking business, it was a tiny start-up working with just US$100,000 of its founders’ savings. Selim Turki is hired (its 18th employee) to develop and market its platform as a ‘white label’ solution for companies’ transport arrangements.

    Published 12 Nov 2019

    Reference 6546

    Topic Entrepreneurship

    Region Middle-East

    Industry Consumer Services,  Transportation/Trucking/Railroad

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    Careem - Selling Rides or Selling Tech? Strategic Agility and Scope in a Platform Business

    Add to cart new
    In 2012, when Careem first started operations in Dubai as a private limousine booking business, it was a tiny start-up working with just US$100,000 of its founders’ savings. Selim Turki is hired (its 18th employee) to develop and market its platform as a ‘white label’ solution for companies’ transport arrangements.
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      ByteDance Beyond China: Leveraging Consumer Artificial Intelligence (AI) from Toutiao to Musical.ly and TikTok

      By  Jason P. Davis,  Minh Vo,  Anne Yang
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      ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.

        Published 31 May 2019

        Reference 6489

        Topic Entrepreneurship

        Region Global

        Industry Computer Networking,  Consumer Services,  Information Technology and Services

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        ByteDance Beyond China: Leveraging Consumer Artificial Intelligence (AI) from Toutiao to Musical.ly and TikTok

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        ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.
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          HelloZack: Simplifying the Apple Selling Experience

          By  James Costantini,  Dawn Jarisch
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          HelloZack is a young entrepreneurial firm based in Paris focused on the purchase and resale of second-hand Apple products, part of a broader ecosystem that supports ongoing use of Apple products.

            Published 02 May 2019

            Reference 6487

            Topic Strategy

            Region Europe

            Industry Consumer Services,  Consumer Electronics

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            HelloZack: Simplifying the Apple Selling Experience

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            HelloZack is a young entrepreneurial firm based in Paris focused on the purchase and resale of second-hand Apple products, part of a broader ecosystem that supports ongoing use of Apple products.
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              Cloudy Analytics Inc.

              By  Sameer Hasija,  Shantanu Bhattacharya
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              This case showcases how access- and ownership-based business models segment the market based on useage heterogeneity, and how pricing equilibrium emerges from the resulting duopoly.

                Published 28 Jun 2019

                Reference 6288

                Topic Operations

                Region Asia

                Industry Consumer Services

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                Cloudy Analytics Inc.

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                This case showcases how access- and ownership-based business models segment the market based on useage heterogeneity, and how pricing equilibrium emerges from the resulting duopoly.
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                  The American Beauty Salon Industry in 2008 (A)

                  By  W. Chan Kim,  Renee Mauborgne,  Oh Young Koo
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                  Drybar was launched in 2010 with the tagline “No cuts. No color. Just Blowouts!” by hair stylist Alli Webb and her brother Michael Landau. Blow-drying had long been provided in most hair salons, but was considered an add-on or infrequent stand-alone service that did not incur a significant and consistent revenue stream.

                    Published 26 Aug 2016

                    Reference 6237

                    Topic Strategy

                    Region North America

                    Industry Consumer Services

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                    The American Beauty Salon Industry in 2008 (A)

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                    Drybar was launched in 2010 with the tagline “No cuts. No color. Just Blowouts!” by hair stylist Alli Webb and her brother Michael Landau. Blow-drying had long been provided in most hair salons, but was considered an add-on or infrequent stand-alone service that did not incur a significant and consistent revenue stream.
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                      Drybar (B): No Cuts. No Color. Just Blowouts!

                      By  W. Chan Kim,  Renee Mauborgne,  Oh Young Koo
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                      Drybar (B) is presented in an innovative cartoon storybook format to help enhance participants' understanding of Drybar's offering through an entertaining experience that is both informative and emotionally engaging. Supplementary Video and Lecture Slides can be obtained at https://www.blueoceanstrategy.com/teach

                        Published 26 Aug 2016

                        Reference 6237

                        Topic Strategy

                        Region North America

                        Industry Consumer Services

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                        Drybar (B): No Cuts. No Color. Just Blowouts!

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                        Drybar (B) is presented in an innovative cartoon storybook format to help enhance participants' understanding of Drybar's offering through an entertaining experience that is both informative and emotionally engaging. Supplementary Video and Lecture Slides can be obtained at https://www.blueoceanstrategy.com/teach
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                          How Apple’s Corporate Strategy Drove High Growth

                          By  W. Chan Kim,  Renee Mauborgne,  Oh Young Koo
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                          This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.

                            Published 31 Jul 2012

                            Reference 5860

                            Topic Strategy

                            Region North America

                            Industry Consumer Services,  Electrical/Electronic Manufacturing,  Online Media

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                            How Apple’s Corporate Strategy Drove High Growth

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                            This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.
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                              Digital Video Recorders: Starting a TV Revolution?

                              By  Markus Christen
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                              In 1999, TiVo and Replay Networks introduced the first digital video recorders (DVR) to replace the video cassette recorder (VCR) and move television viewing into the digital age. Experts predicted fast household adoption based on the excitement the DVR had created in pre-launch market research. Almost a decade later, the promised DVR revolution is still waiting to happen.

                                Published 23 Jun 2014

                                Reference 5428

                                Topic Marketing

                                Region North America

                                Industry Consumer Services

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                                Digital Video Recorders: Starting a TV Revolution?

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                                In 1999, TiVo and Replay Networks introduced the first digital video recorders (DVR) to replace the video cassette recorder (VCR) and move television viewing into the digital age. Experts predicted fast household adoption based on the excitement the DVR had created in pre-launch market research. Almost a decade later, the promised DVR revolution is still waiting to happen.
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                                  Aquagliss / Ultraglide

                                  By  Reinhard Angelmar
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                                  The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.

                                    Published 01 Jan 1994

                                    Reference 4410

                                    Topic Marketing

                                    Region Europe

                                    Industry Consumer Services,  Marketing and Advertising

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                                    Aquagliss / Ultraglide

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                                    The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.
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                                      Jardiland (A)

                                      By  James Teboul,  Laurent Choppe
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                                      Jardiland is currently the French market leader in garden centres with more than 110 centres. The group has sales of more than 1.7 BFF. The case analyses the marketing positioning and the process organisation and formulation then, describes the process organisation and formulation, finally looks at the franchiser role and questions the organisation and control of franchisees.

                                        Published 01 Jan 1994

                                        Reference 4255

                                        Topic Operations

                                        Region Europe

                                        Industry Consumer Services

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                                        Jardiland (A)

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                                        Jardiland is currently the French market leader in garden centres with more than 110 centres. The group has sales of more than 1.7 BFF. The case analyses the marketing positioning and the process organisation and formulation then, describes the process organisation and formulation, finally looks at the franchiser role and questions the organisation and control of franchisees.
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                                          Jardiland (B): Implementation of the Jardiland Franchise Concept in a Tested Store

                                          By  James Teboul,  Fiona Smith,  Anthony Ponsford
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                                          Jardiland is currently the French market leader in garden centres with more than 110 centres. The group has sales of more than 1.7 BFF. The case analyses the marketing positioning and the process organisation and formulation then, describes the process organisation and formulation, finally looks at the franchiser role and questions the organisation and control of franchisees.

                                            Published 01 Jan 1994

                                            Reference 4255

                                            Topic Operations

                                            Region Europe

                                            Industry Consumer Services

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                                            Jardiland (B): Implementation of the Jardiland Franchise Concept in a Tested Store

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                                            Jardiland is currently the French market leader in garden centres with more than 110 centres. The group has sales of more than 1.7 BFF. The case analyses the marketing positioning and the process organisation and formulation then, describes the process organisation and formulation, finally looks at the franchiser role and questions the organisation and control of franchisees.
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                                              ISS - International Service System A/S

                                              By  Sumantra Ghoshal
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                                              ISS describes a $2 billion multinational service company active in commercial cleaning. The case explores the company's entrepreneurial organisational structure which features autonomous country managers linked to headquarters by strong financial controls, as well as the future challenges of moving from acquisitive to organic growth and improving profitability.

                                                Published 01 Jan 1993

                                                Reference 4220

                                                Topic Strategy

                                                Region Global

                                                Industry Consumer Services

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                                                ISS - International Service System A/S

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                                                ISS describes a $2 billion multinational service company active in commercial cleaning. The case explores the company's entrepreneurial organisational structure which features autonomous country managers linked to headquarters by strong financial controls, as well as the future challenges of moving from acquisitive to organic growth and improving profitability.
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