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8 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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      Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

      By  Jason P. Davis,  Minh Vo,  Anne Yang
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      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.

        Published 31 Aug 2018

        Reference 6432

        Topic Entrepreneurship

        Region Asia

        Industry Wireless,  Automotive,  Transportation/Trucking/Railroad

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        Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

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        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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          Careem vs. the Ride-Hailing Goliath: Abraaj Journeys Further Into the Tech-enabled Consumer Space

          By  Claudia Zeisberger,  Bowen White,  Jean Wee
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          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.

            Published 15 Dec 2017

            Reference 6333

            Topic Entrepreneurship

            Region Middle-East

            Industry Private Equity,  Transportation/Trucking/Railroad

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            Careem vs. the Ride-Hailing Goliath: Abraaj Journeys Further Into the Tech-enabled Consumer Space

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            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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              Rapid: CEO Succession

              By  Stanislav Shekshnia
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              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.

                Published 28 Aug 2017

                Reference 6319

                Topic Entrepreneurship

                Region Europe

                Industry Transportation/Trucking/Railroad

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                Rapid: CEO Succession

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                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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                  CTH (A): Turning a Family Business into a Corporation

                  By  Stanislav Shekshnia,  Natalia Sharinova
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                  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.

                    Published 29 Apr 2013

                    Reference 5953

                    Topic Entrepreneurship

                    Region Europe

                    Industry Transportation/Trucking/Railroad

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                    CTH (A): Turning a Family Business into a Corporation

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                    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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                      CTH (B): Turning a Family Business into a Corporation

                      By  Stanislav Shekshnia,  Natalia Sharinova
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                      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.

                        Published 29 Apr 2013

                        Reference 5953

                        Topic Entrepreneurship

                        Region Europe

                        Industry Transportation/Trucking/Railroad

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                        CTH (B): Turning a Family Business into a Corporation

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                        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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                          Eco-Entrepreneurship - TH!NK's Bumpy Ride

                          By  Renato Orsato,  Peter Wells,  Luk Van Wassenhove
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                          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.

                            Published 28 Apr 2008

                            Reference 5485

                            Topic Entrepreneurship

                            Region Europe

                            Industry Automotive,  Transportation/Trucking/Railroad

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                            Eco-Entrepreneurship - TH!NK's Bumpy Ride

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                            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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                              Abilene Caterpillar

                              By  Neil Churchill
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                              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.

                                Published 01 Jan 1995

                                Reference 4511

                                Topic Entrepreneurship

                                Region Europe

                                Industry Transportation/Trucking/Railroad

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                                Abilene Caterpillar

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                                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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