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11 items were found using the following search criteria
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Jill's Table: Digitizing a Retail Legacy
Raymond Pirouz; Janice ZolfCase IVEY-9B14A002-EEntrepreneurship, MarketingThe founder of a bricks-and-mortar kitchen accessories retail store, Jill's Table, is considering the expansion of her existing information-based website to an e-commerce presence, but wonders whether the factors that have led to her current success can be replicated in the virtual world. Students are asked to make decisions related to translating brand values from the real world to the virtual world; overcoming technological hurdles; addressing ...Starting at €8.20
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Didi, Kuaidi, and Uber in China
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M059-EEntrepreneurship, StrategyIn 2014, China’s leading domestic Internet-based ride-hailing company, Didi, claimed more than 50 per cent of the Chinese ride-hailing market, followed closely by a major local competitor, Kuaidi. As Didi and Kuaidi actively competed against each other, U.S.-based Uber entered the battle with a different strategy. In the face of the increasingly complex and constantly changing landscape of China’s ride-hailing market, Didi’s founders wondered wha...Starting at €8.20
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Didi Kuaidi
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M060-EEntrepreneurship, StrategyIn 2015, Didi and Kuaidi, the two leading players in China’s Internet-based ride-hailing industry, merged to form Didi Kuaidi. The combined firm represented one of the world’s largest Internet- and smartphone-based transport service companies, valued at about $6 billion. In its home market of China, Didi Kuaidi left its biggest competitor, Uber, a distant second. Meanwhile, Didi Kuaidi actively pursued global growth. For example, it invested in a...Starting at €8.20
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Digital Competition in Fashion & Luxury Goods: YNAP versus Farfetch
Ferraro, Fabrizio; Baldo, Andrea; Sastre Boquet, IsaacCase SM-1656-EInnovation and Change, Service and Operations Management, StrategyIn 2015, Federico Marchetti became CEO of the largest luxury online retailer in the world, after orchestrating the merger of Yoox Group with Net-a-Porter Group. Two years later, in 2017, the financial community was expecting him to deliver results. However, the new combined ?1.8 billion company was not growing as fast as it used to, and questions remained about the synergies that could be achieved between two companies with very different busines...Starting at €8.20
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Tashn.com: Developing Merchandising for a Competitive Advantage
Ritu Srivastava; Anupama Prashar; Punit BhardwajCase IVEY-9B18A010-EEntrepreneurship, MarketingIn October 2016, the assistant director for buying and sourcing apparel at Tashn.com (Tashn) was examining his team's readiness for the upcoming End of Reason Sale, scheduled for January 3 to 5, 2017. The assistant director was contemplating a few crucial merchandising decisions: Was Tashn's merchandising plan effective? Was its buying model sustainable for large orders? Were the seller selection and evaluation processes efficient to ensure quali...Starting at €8.20
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Digital Transformation in Latin America: A Leapfrogging Opportunity? (Portuguese Version)
Monteiro, L. Felipe; Rozman, Gabriel; Carrick, Anne-MarieCase INSEAD-6358PT-PPStrategyThe case presents the “leapfrogging” opportunities for Latin America brought by the digital revolution and innovation. It examines the region’s economic and commercial achievements made possible by the huge penetration of mobile vs fixed broadband. In addition, digital transformation is helping to address social issues such as financial exclusion, unemployment and healthcare. Also, by improving transparency in the system, digital has the potentia...Starting at €8.20
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Digital Competition in Fashion & Luxury Goods: YNAP versus Farfetch - Teaching Note
Sastre Boquet, Isaac; Ferraro, Fabrizio; Baldo, AndreaTeaching Note SMT-120-EInnovation and Change, Service and Operations Management, StrategyIn 2015, Yoox CEO Federico Marchetti spearheaded the deal of a lifetime, merging Yoox Group with Net-a-Porter Group. But in 2017, two years later, the financial community was expecting him to deliver results. Moreover, a new threat had emerged. Farfetch, a luxury platform that aggregated the inventories of over 500 luxury boutiques all over the world, had reached US$800 million in sales after less than 10 years of operations, with a staggering 70...Starting at €0.00
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Handu Group: Continued Growth through Business Model Innovation
Di Cai; Mingyong Yu; Mingyu Li; Miao CuiCase IVEY-9B18M150-EEntrepreneurship, StrategyHandu Group was an online fast fashion apparel brand established in 2006 with headquarters in Jinan, China. The company had successfully adjusted its business models since 2006, transitioning from an unknown seller on the shopping website Taobao into a leStarting at €8.20
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OYO Hotels USA: Coming to America
Weiss, Elliott N.; Maiden, Stephen E.Case DARDEN-OM-1641-EService and Operations ManagementThis case studies the growth of OYO Hotels (OYO) to illustrate the operational processes necessary to succeed in the service sector. The case allows for a discussion of employee- and customer-management systems, tech-driven solutions, and profit drivers. The material unfolds OYO's growth and its solution for making economy hotels discoverable and bookable online. The case raises a series of questions around OYO's business model, its ability to ...Starting at €8.20
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Ecommerce Brands: Digital Scale
Laseter, Timothy M.; Thomas, Doug; Yemen, GerryCase DARDEN-OM-1776Service and Operations ManagementThis case uses Ecommerce Brands (ECB), an aggregator of online retailers focusing on the auto parts space, to prompt an analysis of the firm’s capabilities, scalability, and operations strategy. ECB was about to close on five online retailing brands ownedStarting at €8.20