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Jumia Nigeria: from Retail to Marketplace
Casadesus-Masanell, Ramon; Arora, NamrataCase HBS-718401-EStrategyFounded in 2012, Jumia Nigeria, a startup effort by Germany-based Rocket Internet, aimed to become an African Amazon. The company entered the nascent market and immediately enjoyed an uptick in consumer spending fueled by the strength of Nigeria's oil-based economy. By 2016, however, Jumia's growth had begun to taper, hindered by plummeting oil prices, the subsequent economic downturn, and the pressure of Nigeria's limited retail ecosystem. In ad...Starting at €8.20
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Gulabo Sitabo's OTT Debut: Disrupting Traditional Film Distribution
Amit Anand Tiwari, Samrat Gupta, Rohit Kumar SinghCase IVEY-W33832-EMarketing, StrategyIn 2020, the Indian film industry witnessed a significant rift between producers and exhibitors (cinema owners and multiplex chains) when the producers of the highly anticipated film Gulabo Sitabo opted for a direct digital premiere of the film on Amazon Prime Video, thereby bypassing a theatrical release. The decision angered exhibitors, who viewed over-the-top (OTT) platforms as threats to traditional cinema distribution. Concerns arose that ot...Starting at €8.20
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Mipuf.es: Managing for Growth
Villafuerte Martin, AntonioCase IIST-MI-153-E-EService and Operations ManagementIn January 2016, Francisco (aka Paco) Mirasol, director general and founder of MiPuf.es, which made over 70% of its sales through the online channel, was considering how to boost sales. Despite the significant growth achieved since its establishment in 2005, Paco noticed it had been slowing down over the last few months. He felt there were still opportunities both online and offline, but was not clear on which of these possibilities to prioritize...Starting at €8.20
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Oakberry: The Gracia Store Decision
Soler, Edi; Eduardo Bork AlvoCase ASN-90-EDecision Analysis, Entrepreneurship, StrategyIn December 2019, just two days before his final MBA exams, Edison was contemplating if he should become a shareholder of an Oakberry franchise store in Barcelona. Oakberry was a one-product fast food chain specialized in healthy and natural drinks based on frozen açaí, a unique fruit from an Amazon palm tree. Three years after its launch in Brazil, the chain had more than 200 stores worldwide. He believed this entrepreneurial experience could be...Starting at €8.20
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Wal-Mart Update, 2017
Yoffie, David B.; Baldwin, EricCase HBS-717468-EStrategyIn 2017 Wal-Mart was still the world's largest company, with over $480 billion in annual revenue and operations in 28 countries. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a mature U.S. market, it had looked to international sales as an engine of growth in the early 2010s, but international sales had also stagnated over the past few years. Wal-Mart's lead...Starting at €8.20
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Rakuten: To Stay or Not To Stay In The UK
Naoto Nadayama; Arto LindblomCase IVEY-9B20M022-EStrategyIn 2016, Rakuten, the largest e-commerce company in Japan, was at the crossroads of its UK operations. After 2008, Rakuten had accelerated internationalization, mainly by acquiring local e-commerce companies. In the foreign markets, Rakuten leveraged its e-commerce platform model, with which it had achieved huge success in the Japanese e-commerce market in the 2000s. In 2011, it acquired UK-based e-commerce company, Play.com. At that time, Play.c...Starting at €8.20
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Financing Alibaba's Buyout: Syndicated Loan in Asia
Emir HrnjićCase IVEY-9B14N011-EFinance, StrategyAlibaba is the world’s largest online trading platform, with higher revenues than Amazon and eBay combined. Its 2012 syndicated loan was the first sizable loan for a Chinese technology company with few tangible assets. Creative loan covenants stated that the subsidiaries would repatriate 100 per cent of the distributable profits for debt service. The loan was partially used for the buyback of Yahoo!’s stake in Alibaba. In the agreement, Yahoo! wo...Starting at €8.20
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The Alibaba Group and Online to Offline (O2O) Sales
Neil Bendle; Xin (Shane) Wang; Xiaoqian (Vivian) ChenCase IVEY-9B15A035-EMarketing, StrategyIn the fall of 2014, the Alibaba Group, an e-commerce company that operates domestic and international marketplaces and provides Internet-based services from its headquarters in Hangzhou, China, startled the world with its record-breaking initial public offering on the New York Stock Exchange. The company’s business plan differs from other major Internet companies such as Amazon and eBay by its strategies that are tailored to the particular circu...Starting at €8.20
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MX Player: Content, Strategy, and Monetization of India’s Biggest Homegrown OTT (Streaming) Platform
Santosh Patra, Anushka KulkarniCase IVEY-W34304-EKnowledge and Communication, StrategyWhen the new chief executive officer joined MX Player, the video streaming business in India was undergoing a content boom and witnessing many changes due to shifting media consumption patterns and the penetration and exponential growth of Western video streaming platforms such as Netflix and Amazon Prime Video. The structure of the Indian video-streaming content and consumer market was changing, with global streaming platforms inadvertently segm...Starting at €8.20
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Improving Last-Mile Productivity at Paack
Markakis, Mihalis G.; Martínez de Albéniz, VictorCase OIT-17-EInformation Technologies, Service and Operations ManagementLast-mile delivery is by far the most operationally complex and costly part of logistics. Nevertheless, it has become a critical function of e-commerce in the last 20 years, particularly during the COVID-19 pandemic. A multitude of actors operate in the last-mile delivery space: first-party logistics companies, such as Amazon; third-party logistics companies, such as DHL; and fourth-party logistics (4PL) companies, many of them gig economy-based,...Starting at €8.20