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The Powers That Be (Internet Edition): Google, Apple, Facebook, Amazon, and Microsoft
Rayport, Jeffrey; Kelley, Julia; Schwalb, NathanielCase HBS-818111-EEntrepreneurshipAs of early 2018, five U.S. technology companies-Google, Apple, Facebook, Amazon, and Microsoft-were among the largest companies in the world. Similarly, three Chinese technology firms-Baidu, Alibaba, and Tencent, or BAT-had emerged as global players due in part to the protection of China's "Great Firewall," which made it more difficult for foreign companies to compete in Chinese markets. As these companies continued to scale by branching into ne...Starting at €8.20
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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 QiuCase IVEY-9B15E015-EEntrepreneurship, Information Technologies, StrategyA 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...Starting at €8.20
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Flotel Orellana
Riverola, JosepCase P-928-EService and Operations ManagementThe case describes the operations involved in running the Flotel Orellana, a floating hotel operating in the Amazon jungle. It allows for analysis of the relationship between the structure of operations and the environment in which they take place.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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Global Climate Coorperation and Conflict: Brazil and the Paris Agreement
Clark, Richard; Gaikwad, Nikhar; Scheve, KennethCase SGSB-P98-EEconomicsIt is March 2019, and Jair Bolsonaro, Brazil’s newly elected president, is deciding what to do about Brazil’s participation in the 2016 Paris Agreement on climate change. Bolsonaro must weigh the economic and political costs and benefits of taking drastic action to curb environmentalism and environmental protections in Brazil. Exiting from the Paris Agreement would provide far greater freedom to reboot Brazil’s economy, which is one of Bolsonaro’...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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Alibaba and the Future of Business
Zeng, MingArticle HBS-R1805F-EStrategyAlibaba is not a retailer in the traditional sense. It doesn't source or keep stock, and logistics services are carried out by third-party providers. Instead, Alibaba is what you get if you take all the functions associated with retail and coordinate them online into a sprawling, data-driven network of sellers, marketers, service providers, logistics companies, and manufacturers. Indeed, Alibaba does what Amazon, eBay, PayPal, Google, FedEx, all ...Starting at €8.20
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Rakuten's CEO on Humanizing E-Commerce
Mikitani, HiroshiArticle HBS-R1311A-ERakuten is Japan's version of Amazon, but it offers a very different shopping experience. The goal of its founder in 1997 was to allow small and midsize merchants to set up shop on the internet very easily and to provide the kind of hospitality and customer service that even chain restaurants offer in Japan. Mikitani didn't want an internet superstore; he wanted something more like a bazaar, where shop owners would curate the merchandise and inte...Starting at €8.20
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How to Make the Most of Omnichannel Retailing
Harvard Business ReviewArticle HBS-F1607A-EMarketingOne of the biggest challenges for brick-and-mortar retailers is competing with online-only sellers such as Amazon. The conventional "omnichannel" strategy is to encourage consumers to shop across channels. But few retailers have closely examined the profitability of such efforts, and they typically pay little attention to how far a customer lives from the store. New research led by Temple University's Xueming Luo shows that distance is a crucial ...Starting at €8.20