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Entrepreneurship

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published: 12 Nov 2019

  • Topic: Entrepreneurship
  • Region: Middle-East

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Abstract:
In 2012, when Careem first started operations in Dubai as a private limousine booking business, it was a tiny start-up working with just US$100,000 of its founders’ savings. Selim Turki is hired (its 18th employee) to develop and market its platform as a ‘white label’ solution for companies’ transport arrangements. The intention is to boost the supply of cars/drivers in Carem’s network, but it does not kindle the interest expected from local companies and proves to be a drain on resources at a time when the main business is challenged by global rivals like Uber. The company has to decide how to allocate its limited resources to compete successfully.

Pedagogical Objectives:
The case highlights the issues of resource allocation decisions in a start-up and the need for agility in fast-changing conditions against a backdrop of digital disruption by new technologies and the entry of global competitors. It prompts discussion of the following themes/questions: 1. Strategy: Does distance still matter in digital business? The issue of business model adaptation – from emerging markets to developed/highly competitive markets. 2. Entrepreneurship: Where to allocate scarce technical and capital resources in a fast-growing tech enterprise? 3. OB/leadership: How to manage/lead products/services and internal/external stakeholders

Keywords:
Ride-Hailing, Uber, Middle East, Platform, Strategic Agility, Start-Up, Minimum Viable Product, White Label Solution, Resource Allocation

published: 30 Sep 2019

  • Topic: Entrepreneurship
  • Industry: Alcoholic Beverages
  • Region: Asia

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Abstract:
The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective. It follows Deepak Shahdadpuri, who stays invested in Sula for 13 years, gradually reducing his equity stake along the way. Cases (B) and (C) follow the company as it raises successively larger rounds of funding to fuel its growth and international expansion. As the Sula brand and CEO Rajeev Samant become increasingly well-known, the company attracts the attention of diverse investors ranging from European family offices, Asian institutional investors, venture capital and growth equity, and sovereign wealth funds. Given its emerging market setting, the case can be used to explore investment risks from political and regulatory uncertainty, and currency risk for US$-based institutional investors.

Pedagogical Objectives:
Students have a chance to observe a fast-growing business’s financing needs through the eyes of the investor (at seed and follow-on stage) and the founding entrepreneur. They are asked to make decisions about partnerships, understand the nuances between investor types (financial, strategic, sovereign, family office) and the technicalities of valuation. Macroeconomic risks, governance, shared responsibility, active/passive investor experience, and conflicting investor interests are also discussed.
• Case A: Sula as an early-stage investment opportunity; the valuation exercise and risk assessment from a seed investor’s point of view covering product risk and founder’s risk.
• Case B: Sula at growth stage; raising a subsequent round to scale up; market risk and implementation risk; the entrepreneur’s choice of subsequent partners after the exit of seed investors.
• Case C: Sula at a later stage; the founder deciding whether to keep the company private or take it public, and the potential impact on governance of transferring a majority stake to a single investor.

Keywords:
Wines, Alcoholic Beverages, Venture Capital, Vc, Growth Equity, Growth Capital, India, Private Equity, Startups, Seed Funding, Entrepreneurs / Entrepreneurship, Emerging Markets, Consumer Startups, Family Office, Investment Exits, Co-Investments, Risk Management, Adec, Gpei, Gpei-Case

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published: 30 Sep 2019

  • Topic: Entrepreneurship
  • Industry: Alcoholic Beverages
  • Region: Asia

Show details ...

Abstract:
The case focuses on the risks and rewards of early-stage investing in a successful emerging market consumer start-up (i.e. non-tech), from seed funding in 2004 to raising expansion capital in 2019. We observe the founder of Sula Vineyards, a winemaker from the Nasik Valley in India, as he makes decisions about external fundraising. Case (A) takes the seed investor perspective. It follows Deepak Shahdadpuri, who stays invested in Sula for 13 years, gradually reducing his equity stake along the way. Cases (B) and (C) follow the company as it raises successively larger rounds of funding to fuel its growth and international expansion. As the Sula brand and CEO Rajeev Samant become increasingly well-known, the company attracts the attention of diverse investors ranging from European family offices, Asian institutional investors, venture capital and growth equity, and sovereign wealth funds. Given its emerging market setting, the case can be used to explore investment risks from political and regulatory uncertainty, and currency risk for US$-based institutional investors.

Pedagogical Objectives:
Students have a chance to observe a fast-growing business’s financing needs through the eyes of the investor (at seed and follow-on stage) and the founding entrepreneur. They are asked to make decisions about partnerships, understand the nuances between investor types (financial, strategic, sovereign, family office) and the technicalities of valuation. Macroeconomic risks, governance, shared responsibility, active/passive investor experience, and conflicting investor interests are also discussed.
• Case A: Sula as an early-stage investment opportunity; the valuation exercise and risk assessment from a seed investor’s point of view covering product risk and founder’s risk.
• Case B: Sula at growth stage; raising a subsequent round to scale up; market risk and implementation risk; the entrepreneur’s choice of subsequent partners after the exit of seed investors.
• Case C: Sula at a later stage; the founder deciding whether to keep the company private or take it public, and the potential impact on governance of transferring a majority stake to a single investor.

Keywords:
Wines, Alcoholic Beverages, Venture Capital, Vc, Growth Equity, Growth Capital, India, Private Equity, Startups, Seed Funding, Entrepreneurs / Entrepreneurship, Emerging Markets, Consumer Startups, Family Office, Investment Exits, Co-Investments, Risk Management, Adec, Gpei, Gpei-Case

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published: 26 Jul 2019

  • Topic: Entrepreneurship
  • Region: Europe

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Abstract:
The case describes how a loss-making ferry company was brought back to financial health, modernised and recapitalised in less than two years, amidst a context of political pressure, stakeholder hostility and a €600 million fine from the European Union. The Société Nationale Maritime Corse Méditerranée (SNCM) was sinking under the weight of French blockades and belligerent unions. Ferries were hijacked and a million people took to the streets to protest against potential job losses, disrupting passenger services to/from Corsica at the peak of the summer season. In May 2014, Guillaume de Feydeau was appointed CEO to devise a turnaround plan to save the former state-owned company from bankruptcy. The new management team not only had to master the political and social intricacies of the situation, but time was of the essence: the majority shareholder wanted out and cash was running dangerously low.

Pedagogical Objectives:
The case focuses on: • How to develop a turnaround plan. • How to analyse stakeholders’ positions. • How to navigate through a politically sensitive environment. Key takeaway: • Aligning all stakeholders around a common objective is vital to succeed with a turnaround plan, as well as ensuring on-going, open and transparent communication.

Keywords:
Turnaround, Restructuring, Bankruptcy, Nationalisation, Trade Unions, Corsica, Local Government, European Commission/union, Privatization, State Aid, Eu Regulation

published: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 31 May 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up. ByteDance leveraged capabilities in consumer-focused artificial intelligence (AI) to become one of the first Chinese Big Tech digital platforms to succeed outside China, notably in the US and India. The case focuses on the strategic value of predictive AI on the supply and demand sides of digital content, illustrating how AI-based tools enable the production of viral content and customized delivery and consumption. It compares the Chinese and US approach to AI, drawing a distinction between their implementation and innovative capabilities. Other issues include the internationalization of digital platforms, notably the management of inappropriate and illegal content in the respective institutional settings, and China’s unique approach to content filtering that combines AI with human censors. Competition with China’s other Big Tech companies - Tencent and Baidu - is also discussed. The case can also be used as a general introduction to artificial intelligence, including a brief history of AI (Section 2), categorization of AI applications (Section 3), and a comparison of AI in China and the US (Section 4).

Pedagogical Objectives:
This case teaches important lessons about artificial Intelligence, digital entrepreneurship, digital strategy, managing user-generated content, the globalization of big tech companies, and emerging markets.

Keywords:
Artificial Intelligence, Ai, Digital Entrepreneurship, Digital Strategy, Machine Learning, Emerging Markets, User-Generated Content, Platforms, Video, Mobile Apps, China, India, United States, Big Tech

published: 31 May 2019

  • Topic: Entrepreneurship
  • Region: Middle-East

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Abstract:
In 2018, the Luxury Closest (TLC), an e-commerce marketplace for pre-owned luxury goods based in Dubai, receives Series C investment from two venture capital firms, Middle East Venture Partners and Wamda Capital. CEO Kunal Kapoor needs to evaluate three distinct paths for the company’s expansion over the coming 18 months. The case follows the development of TLC since its founding in 2012, the role of venture capitalists in its growth, and the choices facing the company as it considers how to deploy the funding to expand globally.

Pedagogical Objectives:
Understand (a) the differing perspectives of entrepreneurs and venture capitalists in an early-stage VC investment; (b) how entrepreneurs and venture capitalists co-create an e-commerce start-up venture; and (c) the differences between venture capital in an emerging market like the Middle East and established locations such as Silicon Valley.

Keywords:
Entrepreneurship, Venture Capital, Private Equity, Luxury Goods, E-Commerce, Digital Disruption, Middle East, Start-Up, Scaling, Marketplace, Global Expansion

published: 22 Feb 2019

  • Topic: Entrepreneurship
  • Region: Europe

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Abstract:
Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 10 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.

Pedagogical Objectives:
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.

Keywords:
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork

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published: 22 Feb 2019

  • Topic: Entrepreneurship
  • Region: Europe

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Abstract:
Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 10 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.

Pedagogical Objectives:
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.

Keywords:
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork

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