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12 cases found.
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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Reference 6546
Published 12 Nov 2019
Topic Entrepreneurship
Region Middle-East
Industry Consumer Services, Transportation/Trucking/Railroad
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.
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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Reference 6489
Published 31 May 2019
Topic Entrepreneurship
Region Global
Industry Computer Networking, Consumer Services, Information Technology and Services
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.
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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Reference 6487
Published 02 May 2019
Topic Strategy
Region Europe
Industry Consumer Services, Consumer Electronics
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.
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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Reference 6288
Published 28 Jun 2019
Topic Operations
Region Asia
Industry Consumer Services
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.
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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Reference 6237
Published 26 Aug 2016
Topic Strategy
Region North America
Industry Consumer Services
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.
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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Reference 6237
Published 26 Aug 2016
Topic Strategy
Region North America
Industry Consumer Services
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
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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Reference 5860
Published 31 Jul 2012
Topic Strategy
Region North America
Industry Consumer Services, Electrical/Electronic Manufacturing, Online Media
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.
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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Reference 5428
Published 23 Jun 2014
Topic Marketing
Region North America
Industry Consumer Services
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.
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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Reference 4410
Published 01 Jan 1994
Topic Marketing
Region Europe
Industry Consumer Services, Marketing and Advertising
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.
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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Reference 4255
Published 01 Jan 1994
Topic Operations
Region Europe
Industry Consumer Services
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.
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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Reference 4255
Published 01 Jan 1994
Topic Operations
Region Europe
Industry Consumer Services
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.
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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Reference 4220
Published 01 Jan 1993
Topic Strategy
Region Global
Industry Consumer Services
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.