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EasyLife: Developing a Regional E-Commerce Platform
Miao Cui; Xin Li; Yan Zhao; Sitara Aziz; Yupan Guo; Linhai GuoCaso IVEY-9B17M032-EDirección estratégica, Iniciativa emprendedoraAfter several years of effort, Dalian Zhongding Information Co. (DZI) had become the leading prepaid card distributor in Liaoning Province. When government regulations and the rise of online third-party payment options sent the prepaid card business into decline, DZI transformed itself into an online intermediary by building a regional e-commerce platform offering fast home delivery, mainly of supermarket products. Despite its marketing efforts, ...Desde 8,20 €
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Love Inventory: Business Ecosystem Governance of an E-commerce Platform
Miao Cui; Luya Xing; Lili Cui; Xin Li; Yaozhou Zheng; Shuwen LiCaso IVEY-W36316-EDirección estratégicaShanghai Zhongdan Information Technology Co. Ltd. (SZIT), established in 2017, was an e-commerce firm focusing on the flash-sales industry. Helping clothing brands clear their inventory quickly, SZIT rapidly attracted a large number of brands and successfully built a business ecosystem that included platforms, brands, shopkeepers, and consumers. To achieve success for all parties, SZIT took a series of measures to empower ecosystem members, such ...Desde 8,20 €
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Flipkart (B): The Ongoing Battle for India's E-Commerce Market
Gupta, Sunil; Narayandas, Das; Tahilyani, RachnaCaso HBS-518097-EMarketingIn 2017, both Flipkart and Amazon claimed leadership position in India's recently concluded key annual festive season sale, but it was too early to declare victory. Amazon continues to invest heavily in India. Competition from newer players is increasing. Media reports hint that Reliance Industries, a large Indian conglomerate, is planning to extend its e-commerce offering beyond fashion to electronics, mobile phones and even groceries. As th...Desde 5,74 €
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Love Inventory: Business Ecosystem Governance of an E-commerce Platform - Teaching Note
Miao Cui; Luya Xing; Lili Cui; Xin Li; Yaozhou Zheng; Shuwen LiNota del Instructor IVEY-W36317-EDirección estratégicaTeaching note for product W36316.Desde 0,00 €
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Beijing Xiaomi Technology Co.: Growth Via Online Channels
Miao Cui; Yanhong Guo; Feixiang Peng; Jilong Wang; Liang Wang; Tianyue YangCaso IVEY-9B14A074-EDirección estratégica, MarketingBeijing Xiaomi Technology Co. Ltd. (Xiaomi) had grown into the third-largest cell phone brand in China and the sixth-largest in the world. The company solely deployed online channels, which contributed to its success. In the initial stage, Xiaomi depended on its own online channel to interact with consumers to develop user-friendly products and sell products. Three years after its inception, the company successfully established its flagship store...Desde 8,20 €
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WESCO Distribution, Inc. (Spanish Version)
Narayandas, DasCaso HBS-503S50MarketingEn 1996, WESCO, un distribuidor nacional de equipos y suministros eléctricos, trazó un crecimiento del 6 al 8 por ciento en las ventas, y de 12 a 16 por ciento de la rentabilidad en los próximos cinco años. La pieza central de esta estrategia de crecimiento es el programa de Contabilidad Nacional (AN) que WESCO ha desarrollado para servir a sus principales clientes industriales en respuesta a los recientes cambios que hicieron a sus procesos de n...Desde 8,20 €
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Vita: Cosmetics in the Nordics
Narayandas, Das; Palepu, Krishna G.; Herman, KerryCaso HBS-516013-EVita is a Norwegian cosmetics retailer owned by FSN Capital, a Scandinavian private equity company. The company has a strong market position in Norway. The case focuses on two strategic issues: how to develop an e-commerce strategy to supplement the company's traditional retail strategy, and how best to grow the company in Sweden. While both of these are potentially important future growth drivers, they also entail large investments in new capabi...Desde 8,20 €
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Flipkart: Transitioning to a Marketplace Model, Teaching Note
Gupta, Sunil; Narayandas, DasNota del Instructor HBS-516095-EMarketingTeaching note for case 516017. In 2015, Sachin and Binny Bansal, co-founders of India's largest e-tailer, Flipkart, announced that the company would switch to a marketplace model and move its logistics arm into a separate company. At the time of the announcement, Snapdeal already claimed to be India's largest marketplace, and Amazon and other deep-pocket traditional retail giants like Reliance, Future Group, and Tata left no stone unturned to ca...Desde 0,00 €
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Supor: How to Resolve Channel Conflict
Miao Cui; Yiwei Du; Jingqin Su; Sitara Aziz; Yi HuCaso IVEY-9B16M161-EDirección estratégica, Iniciativa emprendedoraIn 2007, the chairman of Supor Group led the company in a new venture in the sanitary ware industry. Supor Group was the first listed company in the Chinese cookware market, and Supor Sanitary Ware Co., Ltd. (Supor) was Supor Group’s most important industry. Supor established three production bases in Zhejiang and Shenyang, China. Its marketing channels included brand agents and direct-sale stores. The company also opened an online flagship store...Desde 8,20 €
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Handu Group: Continued Growth through Business Model Innovation
Di Cai; Mingyong Yu; Mingyu Li; Miao CuiCaso IVEY-9B18M150-EDirección estratégica, Iniciativa emprendedoraHandu 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 leDesde 8,20 €