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9 cases found.
SWVL, a well-funded start-up in the Middle East, solved the mass transportation problem in emerging markets with a unique bus-hailing model. In March 2020, with 150,000 bookings in one day across its operating geographies, it reached its highest utilization rate and gross profit margin. Then Covid-19 hit. SWVL’s first reaction was to shut down operations and hunker down.
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Reference 6680
Published 08 Jun 2021
Topic Entrepreneurship
Region Middle-East
Industry Internet, Transportation/Trucking/Railroad
SWVL, a well-funded start-up in the Middle East, solved the mass transportation problem in emerging markets with a unique bus-hailing model. In March 2020, with 150,000 bookings in one day across its operating geographies, it reached its highest utilization rate and gross profit margin. Then Covid-19 hit. SWVL’s first reaction was to shut down operations and hunker down.
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.
Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.
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Reference 6432
Published 31 Aug 2018
Topic Entrepreneurship
Region Asia
Industry Wireless, Automotive, Transportation/Trucking/Railroad
Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.
Careem, a Dubai-based ride-hailing company, was founded in 2012 in the United Arab Emirates (UAE) by two ex-McKinsey consultants who saw a gap in the transport market.
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Reference 6333
Published 15 Dec 2017
Topic Entrepreneurship
Region Middle-East
Careem, a Dubai-based ride-hailing company, was founded in 2012 in the United Arab Emirates (UAE) by two ex-McKinsey consultants who saw a gap in the transport market.
RAPID, a private company with complex ownership and nontransparent management systems, faces challenges associated with fast growth and an archaic governance structure. The founders of the company recognize the challenges, but lack knowledge and experience to deal with them.
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Reference 6319
Published 28 Aug 2017
Topic Entrepreneurship
Region Europe
Industry Transportation/Trucking/Railroad
RAPID, a private company with complex ownership and nontransparent management systems, faces challenges associated with fast growth and an archaic governance structure. The founders of the company recognize the challenges, but lack knowledge and experience to deal with them.
A private company with complex ownership and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize the challenges, but lack the knowledge and experience to deal with them.
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Reference 5953
Published 29 Apr 2013
Topic Entrepreneurship
Region Europe
Industry Transportation/Trucking/Railroad
A private company with complex ownership and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize the challenges, but lack the knowledge and experience to deal with them.
A private company with complex ownership and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize the challenges, but lack the knowledge and experience to deal with them.
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Reference 5953
Published 29 Apr 2013
Topic Entrepreneurship
Region Europe
Industry Transportation/Trucking/Railroad
A private company with complex ownership and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize the challenges, but lack the knowledge and experience to deal with them.
This case describes the trajectory of a group of Norwegian entrepreneurs to develop and commercialize a battery electric vehicle (BEV) called THINK. The business opportunity was for a vehicle intended for eco-oriented niche markets in urban or suburban personal transportation.
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Reference 5485
Published 28 Apr 2008
Topic Entrepreneurship
Region Europe
Industry Automotive, Transportation/Trucking/Railroad
This case describes the trajectory of a group of Norwegian entrepreneurs to develop and commercialize a battery electric vehicle (BEV) called THINK. The business opportunity was for a vehicle intended for eco-oriented niche markets in urban or suburban personal transportation.
Stan Treanor took over the business from his father in 1976 and built sales from $23 million to $119 million by 1981. Then in 1981 the oil crunch hit West Texas and Stan managed the company as it shrunk back to $30 million in less than a year and a half - and made money doing it. The case examines how Stan accomplished this rather unusual feat and what he learned from managing in adversity.
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Reference 4511
Published 01 Jan 1995
Topic Entrepreneurship
Region Europe
Industry Transportation/Trucking/Railroad
Stan Treanor took over the business from his father in 1976 and built sales from $23 million to $119 million by 1981. Then in 1981 the oil crunch hit West Texas and Stan managed the company as it shrunk back to $30 million in less than a year and a half - and made money doing it. The case examines how Stan accomplished this rather unusual feat and what he learned from managing in adversity.