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The Entrepreneur's Dilemma: Alibaba, Tencent and Amazon as e-Commerce Platforms
Ning Su; Yulin Fang; Haibin Yang; Yukun Yang; Xin QiuCaso IVEY-9B15E015-EDirección estratégica, Iniciativa emprendedora, Tecnologías de la informaciónA nascent women’s apparel online store on Tmall, China's largest business-to-consumer retail platform operated by Alibaba Group, was just beginning to establish itself on the online market utilizing the tools and services provided by Tmall to develop and operate its business. Within four months after the business was launched, Tmall unexpectedly released a new policy which significantly increased the annual service fee and cash deposit for indivi...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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Amazon in China
Ning Su; Ming Dong; Amy Ni; Anna FuCaso IVEY-9B21M062-EDirección estratégicaAmazon.com Inc. (Amazon), the Seattle-based e-commerce giant, leaped into China with a buyout of Joyo.com Limited, China’s largest online book, music, and video retailer, in 2004. Amazon had the ambition of becoming the dominant online retailer in China bDesde 8,20 €
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Alibaba Group: Technology, Strategy, and Sustainability
Ning Su; Pratima Bansal; Pamela LaughlandCaso IVEY-9B16E036-EDirección estratégica, Iniciativa emprendedoraAlibaba Group (Alibaba) had grown from its founding in 1999, in an effort to help Chinese manufacturers and exporters reach global markets, to become a global leader in e-commerce, big data, and cloud technology. The company’s 2014 initial public offering on the New York Stock Exchange had been the largest to date. The company’s founder and chairman, Jack Ma, had used the funds to globally expand Alibaba’s operations and its hold on diverse marke...Desde 8,20 €
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Alibaba Group: Technology, Strategy, and Sustainability (Spanish Version)
Ning Su; Pratima Bansal; Pamela LaughlandCaso IVEY-9B16ES036Dirección estratégica, Iniciativa emprendedoraAlibaba Group (Alibaba) had grown from its founding in 1999, in an effort to help Chinese manufacturers and exporters reach global markets, to become a global leader in e-commerce, big data, and cloud technology. The company’s 2014 initial public offering on the New York Stock Exchange had been the largest to date. The company’s founder and chairman, Jack Ma, had used the funds to globally expand Alibaba’s operations and its hold on diverse marke...Desde 8,20 €
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Transitioning to a Marketplace Model (Spanish version)
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCaso HBS-518S12MarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Desde 8,20 €
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Shein: What is the Future of Fast Fashion?
Ning Su; Flora HuangCaso IVEY-W34176-EDirección estratégica, Tecnologías de la informaciónIn 2021, Shein’s app was ranked as the most downloaded shopping app in the e-commerce space, surpassing that of the technology giant Amazon.com Inc. A driver of Shein’s high adoption was how it leveraged technology throughout its business model: from analyzing consumer data to designing garments and manufacturing products to shipping clothing in a timely manner, Shein disrupted the fast-fashion space through its use of information technology. Wit...Desde 8,20 €
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Flipkart (A): Transitioning to a Marketplace Model
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCaso HBS-516017-EMarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Desde 8,20 €
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Didi, Kuaidi, and Uber in China
Ning Su; Yulin Fang; Yukun YangCaso IVEY-9B16M059-EDirección estratégica, Iniciativa emprendedoraIn 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...Desde 8,20 €
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Tencent: Innovating in China's Mobile Payment Industry
Ning Su; Yulin Fang; Yukun Yang; Jiafang YinCaso IVEY-9B14M149-EDirección estratégica, Iniciativa emprendedoraBy 2014, Tencent Holdings Limited, headquartered in Shenzhen, China, had become one of the most innovative companies in Asia. It had created several leading Internet platforms to form China’s largest Internet community. WeChat (or Weixin, as known to Chinese users) was one of the company’s most popular mobile platforms, having grown to 200 million active users in the first two years after its launch in 2013. Shortly thereafter, WeChat rolled out ...Desde 8,20 €