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Entrepreneurship

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

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Abstract:
When Alibaba, China’s leading digital platform and cloud-based services company, fails to acquire the US firm Moneygram, CEO Jack Ma decides to go it alone and develop a digital strategy using blockchain technology as the basis for a global remittance service, GCash, within its cloud services business. Alibaba’s financial services affiliate Ant Financial, begins by targeting cross-border money transfers made by domestic workers in Hong Kong who routinely send money to their families in the Philippines. It subsequently forms a strategic alliance with Globe Telecom and Standard Chartered Bank which provide market access and financial intermediation. The case focuses on the value proposition of blockchain in cross-border financial services, particulary in Southeast Asia, and how it fits into Alibaba's "iron triangle" cloud services strategy in the region where there is fierce competition from Google and Digital Ocean. Blockchain technology is utilized to disintermediate the US-based SWIFT system and the dominant remittance service providers, Moneygram and Western Union, that charge high fees. As an illustration of how to launch proprietary cypto- and blockchain-based networks, the case explains how they differ from digital platforms, and how they are complementary, such as network effects and synergies with Alibaba’s installed customer base.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
The case study incorporates important lessons in digital entrepreneurship, digital strategy, blockchain, cloud and web services, fintech, network effects, and diversification across technology platforms.

Keywords:
Digital Entrepreneurship, Blockchain, Cloud, Cloud Service, Fintech, Remittances, Network Effects, Crypto, Alibaba, Web Services, Fintech, Southeast Asia, China, Hong Kong, Philippines, Digital Strategy, Digital Platform, Platforms

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: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: North America

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Abstract:
The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included ‘McKinsey implementation’ and ‘digital labs’, which explored new opportunities for the Firm and soon became major growth vectors for the consultancy. Targeting new capabilities and expertise, senior leadership asks the heads of the Product Development Practice (PDP) to “shoot big” if an opportunity arises. Design is one such capability, but how should they bring it on board: A partnership with an existing design company? An outright acquisition? Or by developing organically, hiring designers to work within the company? Ultimately, the acquisition option is chosen as a way to secure proven design talent, a brand, a portfolio, infrastructure and culture. A team within the PDP pitch a proposal to acquire a design company to the McKinsey advisory board, which gives the green light for a pilot test. McKinsey&Company asks LUNAR to host a workshop (for the redesign of a storage cabinet for laptop computers) and is more than impressed with the result. Discussions to acquire the design firm begin, but strategic, organizational and operational issues must be ironed out first. Students are required to assess whether the acquisition option will succeed, whether there is a better route (with respective advantages and disadvantages), and what organizational levers can be used to optimize LUNAR’s integration.

Pedagogical Objectives:
a) The strategic reasoning behind building a firm’s capabilities through an acquisition. How to add new organizational capabilities via an acquisition, what form the acquisition should take, and the advantages/disadvantages involved. b) Using organizational levers (e.g. defining career plans) to structure the new firm’s integration. How best to integrate the new capabilities – in this case design – from the acquired company into the established organization.

Keywords:
Knowledge Services, Design Thinking, Organizational Capabilities, Innovation, Design Capabilities, Creativity, Creative Organizations, Mckinsey, Lunar

published: 31 Aug 2018

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Abstract:
Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they influence shape the competition and ultimately performance differentials. The goal is to illustrate the dynamics of platform-based competition across a region. Issues covered include network effects, achieving scale, one-country focus versus expansion in an interconnected region, technological standardization versus localization, mutual forbearance and real options across product features and market geographies, and how equity ownership and control drive consolidation in platform ecosystems.

Pedagogical Objectives:
The case offers lessons in digital entrepreneurship, platform competition, network effects, internationalization strategy, technology standards, mutual forbearance, real options, market consolidation, and equity ownership and control.

Keywords:
Digital Entrepreneurship, Platforms, Competition, Network Effects, Mutual Forebearance, Real Options, Ride-Sharing, Ride-Hailing, Two-Sided Market, Southeast Asia, Indonesia, Singapore, Malaysia, Uber, Grab, Go-Jek

published: 30 Jul 2018

  • Topic: Entrepreneurship
  • Region: Asia

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Abstract:
The case tells the story behind “My INSEAD Story” – a unique book for children based on the INSEAD MBA experience of their parents. Sian Bentson and Ankur Grover came up with the idea as part of their final assignment for the “SPSD: Creative Thinking” course. It subsequently became the basis of a commercial product and, ultimately, a company, StoryPie (storypie.co) – which creates storybooks from the personal experiences of parents. Ankur Grover shares the behind-the-scenes journey, describing the rollercoaster ride from concept development to product launch. The case explains how innovation projects (even for simple products) are carried out – from gathering user insights to ideation, prototyping, and testing – and the sources of uncertainty that a project leader has to manage during the innovation journey. There are two versions of the case. Part 1 describes the product conceptualization as part of a 10-day course assignment. The complete version covers the journey over the two months that followed the course to develop it into a commercial product.

Pedagogical Objectives:
. Understanding and appreciating how innovation is enabled in a process-driven manner . Comprehending and analyzing the challenges of managing an entrepreneurial/innovative project . Evaluating business opportunities and identifying appropriate business models to go with them

Keywords:
Innovation, Entrepreneurship, Design Thinking, Lean Startup

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published: 30 Jul 2018

  • Topic: Entrepreneurship
  • Region: Asia

Show details ...

Abstract:
The case tells the story behind “My INSEAD Story” – a unique book for children based on the INSEAD MBA experience of their parents. Sian Bentson and Ankur Grover came up with the idea as part of their final assignment for the “SPSD: Creative Thinking” course. It subsequently became the basis of a commercial product and, ultimately, a company, StoryPie (storypie.co) – which creates storybooks from the personal experiences of parents. Ankur Grover shares the behind-the-scenes journey, describing the rollercoaster ride from concept development to product launch. The case explains how innovation projects (even for simple products) are carried out – from gathering user insights to ideation, prototyping, and testing – and the sources of uncertainty that a project leader has to manage during the innovation journey. There are two versions of the case. Part 1 describes the product conceptualization as part of a 10-day course assignment. The complete version covers the journey over the two months that followed the course to develop it into a commercial product.

Pedagogical Objectives:
. Understanding and appreciating how innovation is enabled in a process-driven manner . Comprehending and analyzing the challenges of managing an entrepreneurial/innovative project . Evaluating business opportunities and identifying appropriate business models to go with them

Keywords:
Innovation, Entrepreneurship, Design Thinking, Lean Startup

Related:

published: 23 Apr 2018

  • Topic: Entrepreneurship
  • Industry: Digital Platform, Mobile Application, Logistics, Ride-Sharing, Food Delivery
  • Region: Asia
  • Website: https://cases.insead.edu/go-jek

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Abstract:
Read a related Knowledge article "Digital Lessons from Go-Jek, Indonesia’s Answer to Uber and Grab" by Jason Davis.

Go-Jek, a ride-sharing, food-delivery and logistics company, was the first ‘unicorn’ startup (private company valued over $1 billion) to be founded in Indonesia. Case (A) focuses on the launch of Go-Jek as a mobile ride-sharing and food delivery platform, the network effects, and the digital disruption of existing taxi drivers. Case (B) describes the competition with digital entrants Uber and Grab and with incumbent taxi companies, and its use of funds from Sequoia, Rakuten, KKR, Temasek, Tencent, and Google to compete. Case (C) explores Go-Jek’s product experimentation in financial services with the Go-Pay wallet, potential international expansion and the ultimate goal to achieve 'super app' status (like Alipay and Wechat in China) in Southeast Asia.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case series offers lessons in digital entrepreneurship, launching platforms, network effects, platform competition, product experimentation, internationalization by start-ups, and diversification to become a 'super app'.

Keywords:
Digital Entrepreneurship, Platforms, Network Effects, Experimentation, Ride-Sharing, Transportation and Logistics, Lean Startup, Two-Sided Market, Indonesia, Southeast Asia, Singapore

Related:

published: 23 Apr 2018

  • Topic: Entrepreneurship
  • Industry: Digital Platform, Mobile Application, Logistics, Ride-Sharing, Food Delivery
  • Region: Asia
  • Website: https://cases.insead.edu/go-jek

Show details ...

Abstract:
Read a related Knowledge article "Digital Lessons from Go-Jek, Indonesia’s Answer to Uber and Grab" by Jason Davis.

Go-Jek, a ride-sharing, food-delivery and logistics company, was the first ‘unicorn’ startup (private company valued over $1 billion) to be founded in Indonesia. Case (A) focuses on the launch of Go-Jek as a mobile ride-sharing and food delivery platform, the network effects, and the digital disruption of existing taxi drivers. Case (B) describes the competition with digital entrants Uber and Grab and with incumbent taxi companies, and its use of funds from Sequoia, Rakuten, KKR, Temasek, Tencent, and Google to compete. Case (C) explores Go-Jek’s product experimentation in financial services with the Go-Pay wallet, potential international expansion and the ultimate goal to achieve 'super app' status (like Alipay and Wechat in China) in Southeast Asia.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case series offers lessons in digital entrepreneurship, launching platforms, network effects, platform competition, product experimentation, internationalization by start-ups, and diversification to become a 'super app'.

Keywords:
Digital Entrepreneurship, Platforms, Network Effects, Experimentation, Ride-Sharing, Transportation and Logistics, Lean Startup, Two-Sided Market, Indonesia, Southeast Asia, Singapore

Related:

published: 23 Apr 2018

  • Topic: Entrepreneurship
  • Industry: Digital Platform, Mobile Application, Logistics, Ride-Sharing, Food Delivery
  • Region: Asia
  • Website: https://cases.insead.edu/go-jek

Show details ...

Abstract:
Read a related Knowledge article "Digital Lessons from Go-Jek, Indonesia’s Answer to Uber and Grab" by Jason Davis.

Go-Jek, a ride-sharing, food-delivery and logistics company, was the first ‘unicorn’ startup (private company valued over $1 billion) to be founded in Indonesia. Case (A) focuses on the launch of Go-Jek as a mobile ride-sharing and food delivery platform, the network effects, and the digital disruption of existing taxi drivers. Case (B) describes the competition with digital entrants Uber and Grab and with incumbent taxi companies, and its use of funds from Sequoia, Rakuten, KKR, Temasek, Tencent, and Google to compete. Case (C) explores Go-Jek’s product experimentation in financial services with the Go-Pay wallet, potential international expansion and the ultimate goal to achieve 'super app' status (like Alipay and Wechat in China) in Southeast Asia.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case series offers lessons in digital entrepreneurship, launching platforms, network effects, platform competition, product experimentation, internationalization by start-ups, and diversification to become a 'super app'.

Keywords:
Digital Entrepreneurship, Platforms, Network Effects, Experimentation, Ride-Sharing, Transportation and Logistics, Lean Startup, Two-Sided Market, Indonesia, Southeast Asia, Singapore

Related:

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