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Case Studies by Siddharth Poddar

6 case studies

by Publication Date
published: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
K-pop is thriving for industry veterans and entrepreneurs alike, but is a complex industry. This case is about launching a disruptive media brand that helps artists secure lucrative sponsorships and partnerships through strategic integration and content marketing. How should a start-up in the K-pop industry strategize to cater to A-listers and/or the under-served part of the market? Is catering purely to the under-served market a better strategy? While disrupting the existing business model and trying to create a two-sided marketplace, how important is communication and research in the K-pop industry?

Pedagogical Objectives:
- Teaching and applying concepts related to entrepreneurship and new business ventures, using the K-pop industry seen through an insider’s lens (Ian). - Understanding that a new business venture cannot thrive when solely based on relationships established in the past, or by virtue of having worked in the same industry before. - The importance of thorough research before starting a venture and validating the business model, which is critical to making or breaking a new business. In an entrepreneurial course, the case covers the following broad themes, with the K-pop industry as the backdrop: 1. Researching how an industry is set up, the business flow, who does what, who has what, and who plays what role at which point of decision-making. 2. The opportunities and limitations of influencer marketing. 3. The critical need (notwithstanding the ubiquity of ‘disruption’) for careful analysis and planning for new business ventures, whatever the industry.

Keywords:
Social Media, Music, Advertising, Entrepreneurial Ventures, Entrepreneurship, Start-Ups, Startup, Social Media, Markets

published: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: Asia

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Abstract:
Constance and Gopal have both quit their jobs at reputed organisations to join the Entrepreneur First (EF) programme to realise their entrepreneurial ambitions. They bring different sets of skills to the table but are united in their desire to do something meaningful at the forefront of technology. They have been admitted to the EF programme in Singapore, which is where their paths first crossed and where they co-founded AIMLedge.

Pedagogical Objectives:
Focusing on the instruction and application of concepts related to entrepreneurship and new business ventures, the case presents the benefits that incubators such as EF offer, as well as the drawbacks, e.g., the fact that the co-founders (Constance and Gopal) barely know each other, the pressure to deliver in a short time span. The case enables students to discuss the following questions and themes: 1. Do I want to become an entrepreneur? 2. How to pick the right co-founder? 3. How to deal with (negative) feedback? 4. Competitive positioning through a customer lens 5. Creating value through business models

Keywords:
Technology, Startup Accelerator, Entrepreneurial Ventures, Entrepreneurship, Start-Ups, Startup, Business Model, Incubator

published: 27 Feb 2017

  • Topic: Strategy
  • Industry: Glove manufacturing
  • Region: Asia

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Abstract:
Malaysian publicly-listed Hartalega has grown to become one of the world’s largest nitrile glove manufacturers. Still predominantly managed by the founder’s family, it is renowned for its innovation and quality. Its growth and operational achievements have translated into a stellar financial performance, boosting its stock price 20-fold since 2008 (while the Malaysian stock market has been flat). Among other factors, its success is the result of a commitment to innovation and technology, as well as a competitive strategy that builds upon Hartalega’s strengths. Having grown into a billion-dollar company (by market capitalization) and one of the largest glove manufacturers in the world, Hartalega still has ambitious plans to almost triple its production capacity in the next four years. However, the planned expansion comes at a challenging time. First, Hartalega’s competitors are enjoying substantial economies of scale and are investing in technology and product quality to rival that of Hartalega. Second, if the expected increase in supply outstrips that of demand, there is a possibility of overcapacity in the glove market, which could shrink margins and harm profitability. In this regard, Hartalega’s margins have already fallen by approximately seven percent since 2011. Finally, as Hartalega embarks on its ambitious plan, given its size and complexity, it must transform itself from a traditional family business into a business with a professionalized management and a more formalized structure and governance. Thus, despite its great success, Hartalega is faced with substantial challenges.

Pedagogical Objectives:
The case lends itself well to the instruction and application of key strategy concepts and frameworks pertaining to the analysis of both external factors affecting the firm’s strategy and performance (including Porter’s Five Forces and the PESTLE framework) as well as firm-internal drivers (including the resource-based view, generic strategies and strategic positioning, as well as activity systems). As such it offers a good introduction to core strategy tools and frameworks, and a good basis to explore competitive strategy, notably how to expand and grow a business in a challenging industry and highly competitive environment. It also covers aspects of multinational strategy (particularly from the perspective of a firm in a ‘rapidly developing economy’), the decision to adopt an original equipment manufacturing (OEM) business model vs. own brand manufacturing (OBM), and how to transition from a traditional family-run business to professional management.

Keywords:
Strategy, Competitive Strategy, Core Strategy, Competitive Industry, Family-Run Business, Transformation, Oem Vs. Obm, Growth Strategy, Expansion, Malaysia, Manufacturing, Succession, Innovation in Manufacturing, Resource-Based View

published: 26 Sep 2016

  • Topic: Strategy
  • Industry: Real Estate
  • Region: Asia

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Abstract:
The case illustrates a wide range of strategic and implementation issues that companies face in mergers and acquisitions (M&A), particularly in an emerging market such as China. The three-part case is about Sunac, a real estate company listed on Hong Kong Stock Exchange (HKSE), and its various attempts to expand by acquiring other real estate businesses in China. Case (A) describes the overall industry environment, value chain, and analyses of Sunac (the acquirer) and Greentown (the target). It explains the macroeconomic background and the details of proposed transaction in May 2014. Case (B) reveals what happened after Sunac had paid HKD6.3 billion for Greentown. Case (C) describes two further acquisition attempts by Sunac in 2015 – of Kaisa and Yurun.

Pedagogical Objectives:
The case can be used to explore any or all of the following topics: 1. Competitive strategy (industry analysis, competitive analysis) 2. Mergers and acquisitions (strategic and financial rationale vs. implementation challenges) 3. Strategy in emerging markets, particularly in China (the trade-off between brotherhood or network-based and arms-length transactions) 4. Corporate governance (founder CEO’s power, board restructuring in M&As)

Keywords:
Mergers & Acquisitions, Real Estate/property, China and Emerging Markets, Industry Analysis, Competitive Analysis, Synergy, M&a Process and Implementation, Brotherhood or Network-Based Vs. Arms-Length Transactions

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published: 26 Sep 2016

  • Topic: Strategy
  • Industry: Real Estate
  • Region: Asia

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Abstract:
The case illustrates a wide range of strategic and implementation issues that companies face in mergers and acquisitions (M&A), particularly in an emerging market such as China. The three-part case is about Sunac, a real estate company listed on Hong Kong Stock Exchange (HKSE), and its various attempts to expand by acquiring other real estate businesses in China. Case (A) describes the overall industry environment, value chain, and analyses of Sunac (the acquirer) and Greentown (the target). It explains the macroeconomic background and the details of proposed transaction in May 2014. Case (B) reveals what happened after Sunac had paid HKD6.3 billion for Greentown. Case (C) describes two further acquisition attempts by Sunac in 2015 – of Kaisa and Yurun.

Pedagogical Objectives:
The case can be used to explore any or all of the following topics: 1. Competitive strategy (industry analysis, competitive analysis) 2. Mergers and acquisitions (strategic and financial rationale vs. implementation challenges) 3. Strategy in emerging markets, particularly in China (the trade-off between brotherhood or network-based and arms-length transactions) 4. Corporate governance (founder CEO’s power, board restructuring in M&As)

Keywords:
Mergers & Acquisitions, Real Estate/property, China and Emerging Markets, Industry Analysis, Competitive Analysis, Synergy, M&a Process and Implementation, Brotherhood or Network-Based Vs. Arms-Length Transactions

Related:

published: 26 Sep 2016

  • Topic: Strategy
  • Industry: Real Estate
  • Region: Asia

Show details ...

Abstract:
The case illustrates a wide range of strategic and implementation issues that companies face in mergers and acquisitions (M&A), particularly in an emerging market such as China. The three-part case is about Sunac, a real estate company listed on Hong Kong Stock Exchange (HKSE), and its various attempts to expand by acquiring other real estate businesses in China. Case (A) describes the overall industry environment, value chain, and analyses of Sunac (the acquirer) and Greentown (the target). It explains the macroeconomic background and the details of proposed transaction in May 2014. Case (B) reveals what happened after Sunac had paid HKD6.3 billion for Greentown. Case (C) describes two further acquisition attempts by Sunac in 2015 – of Kaisa and Yurun.

Pedagogical Objectives:
The case can be used to explore any or all of the following topics: 1. Competitive strategy (industry analysis, competitive analysis) 2. Mergers and acquisitions (strategic and financial rationale vs. implementation challenges) 3. Strategy in emerging markets, particularly in China (the trade-off between brotherhood or network-based and arms-length transactions) 4. Corporate governance (founder CEO’s power, board restructuring in M&As)

Keywords:
Mergers & Acquisitions, Real Estate/property, China and Emerging Markets, Industry Analysis, Competitive Analysis, Synergy, M&a Process and Implementation, Brotherhood or Network-Based Vs. Arms-Length Transactions

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