Spinning a strategy? Marketing, image, and awareness all have a place on the Web.
Vietnam's industrial evolution is luring U. S. companies as the country emerges from political banishment.
You say you're a multi‐billion dollar telecommunications company with a very successful core business in long distance, wireless and local access, and paging, and you just spent…
Abstract
You say you're a multi‐billion dollar telecommunications company with a very successful core business in long distance, wireless and local access, and paging, and you just spent $2 billion investing in a heavily indebted media corporation.
Every summer since 1957 selected leaders of U.S. industry have convened at a rustic but elegant Vail, Colo., conference facility to take a three‐week “leadership development”…
Abstract
Every summer since 1957 selected leaders of U.S. industry have convened at a rustic but elegant Vail, Colo., conference facility to take a three‐week “leadership development” seminar from professors of the highly rated University of Chicago Graduate School of Business. Often the business school's Center for Continuing Studies' staff has had to turn away would‐be participants, including some very distinguished business leaders. But this year, the course will not be offered—university officials canceled it, citing declining profitability.
Mandeep Kaur, Lavisha Luthra, Rajit Verma, Kamaljeet Kaur, Priyanka Salgotra and Nasser Khalufi
In India, 52% of e-commerce consumers actively engage in hyperlocal commerce, representing a substantial increase in online purchasing and hyperlocal services over the past two…
Abstract
In India, 52% of e-commerce consumers actively engage in hyperlocal commerce, representing a substantial increase in online purchasing and hyperlocal services over the past two years. How individuals discover, select, and acquire products and services has been significantly altered due to the COVID-19 pandemic. Digital payments and contactless deliveries have become indispensable in the current dynamic environment, affording consumers enhanced security and convenience. Radio-frequency identification (RFID) technology has enabled the widespread adoption of contactless payments, including Europay, MasterCard, and Visa (EMV) chip cards, which eliminate the need for customers to swipe their cards during physical transactions. Particularly in the fast food, pharmaceutical, and supermarket industries, the symbiotic relationship between e-commerce and contactless payments has experienced significant expansion in India. This chapter investigates the synergies between cashless, contactless, and autonomous purchasing in the digital age. This research examines these technologies’ reciprocal reinforcement and interconnections, focusing on their profound influence on retail transactions and purchasing experiences. The progressive development of payment systems is evidenced by the expanding prevalence of contactless transactions, facilitated by innovations such as the “tap to pay” feature partnership between Paytm and Kotak Mahindra. The year 2023 is anticipated to witness several significant developments, including the expansion of virtual retail, the push for contactless transactions, and the establishment of initiatives such as the open network for digital commerce. The range of applications for frictionless, contactless, and autonomous shopping is extensive, encompassing mobile payment applications such as Apple Pay and Google Pay and proprietary apps developed by retailers to enhance the purchasing experience.
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Keywords
Sushmita Biswal Waraich and Ajay Chaturvedi
The student will be able to understand the concept of spotting an opportunity and exploiting the same. The student will be able to comprehend the various challenges faced in the…
Abstract
Learning outcomes
The student will be able to understand the concept of spotting an opportunity and exploiting the same. The student will be able to comprehend the various challenges faced in the development of a business idea. The student will be able to understand the strategies that need to be adopted to cope with and grow, in a competitive business environment.
Case overview/synopsis
Samar Singla, the Chief Executive Officer of Jugnoo, had sensed a business opportunity in auto rickshaw aggregation. He was convinced that being among the initial players in the market of auto rickshaw aggregation, there would be very little competition. He only had to play his cards right, to become the top auto aggregator. As Singla started the business, there were challenges like inducting the auto rickshaw drivers as partners, training them, hiring the right team, putting the right strategies in place and to expand the business. Singla launched and achieved robust growth in the new business, in a short period of time. Soon, however, Jugnoo felt competition breathing down their neck – form cab aggregators who were already dominant players in the cabs aggregation segment, in the large cities. To hedge their risks, Singla added other services such as “Meal” (meal delivery) and “Fatafat” (goods delivery) – as B2C and B2B services. These services, however, had to be closed soon after because of stiff competition from the local players. Singla also adopted the inorganic growth path by acquiring “Sabkuch,” a grocery delivery logistics firm; “Yelo,” a platform that provided online access to businesses and “BookMyCab,” a taxi aggregation company. Faced with tapering growth after an initial steep rise, Singla had to confront a dilemma about the right method of ensuring growth in the face of competition.
Complexity academic level
Under graduate, masters in business administration and post graduation in the areas of entrepreneurship and strategy.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.