企業在建立「訂閱制」商業模式的過程中，需要整合公司內外部環境，除了建立對消費者的價值之外，更要承擔建構生態系統與提高生態系價值的使命。本個案以Gogoro創業歷程為例，釐清Gogoro賣電動機車是過程？還是終點？透過這個問題背後的管理意涵，幫助學員理解「訂閱制」的商業模式。接著採用商業模式畫布（Business Model Canvas）來分析Gogoro的商業模式組成與分析其電池交換平台生態系的發展。
In 2020, the Indonesian bank PT Bank Tabungan Pensiunan Nasional Tbk (BTPN) had to make a decision regarding a digital transformation strategy for its future. BTPN had started as a small bank that focused on pensioners, but became known for its innovation after a private equity partner bought a stake in 2008. Initially innovating successfully in microfinance, BTPN decided to go digital by creating an in-house start-up in 2015 called Jenius, thereby leapfrogging to become one of the forerunners in Indonesian digital consumer banking. The COVID-19 pandemic had accelerated digital financial services, and BTPN had to decide how to scale Jenius to transform the company. Was the in-house start-up model the best choice after all, or would the large incumbent banks digitalize faster?
This case helps individuals learn about different types of investment strategies. It presents three different people with varying risk tolerances and investment objectives and provides information about the investment strategies they adopt.
This case presents a situation where the company Carter + Smith (C+S), which receives U.S. dollars to finance a Colombian pesos project, decided to create a hedge to cover the risk of an ex- change rate fall (revaluation of the COP against the USD). However, shortly after, there was a sharp rise in the exchange rate (devaluation of the peso), and this generated significant losses in the Non Delivery Forwards (NDF) contracts.
Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don't have the time. Several months later, when data about client profitability is available, she notices that average profit from clients who listened to the presentation is lower than those who did not. Disappointed by the outcome and at a loss to understand why, she pulls the customer-profile data hoping that data analysis will explain the decrease in profitability.
First-generation blockchain applications are delivering business value by removing friction shared by ecosystem partners, but they complement rather than disrupt existing structures and grow ROI on existing technology. This article describes how early adopters are successfully building collaborative networks, how they are building trust, why private blockchain networks are still dominant, and other lessons from blockchain implementations.
After the Gulf War of 1991, the UN Security Council imposes economic sanctions on Iraq. To alleviate the crippling effects of the sanctions, the council establishes the Oil-for-Food Programme in 1995 - allowing Iraq to sell its oil and use the revenue to buy food, medicine and other humanitarian goods. Later, in 2000, Rahul Kumar is appointed head of the Office of Internal Oversight Services (OIOS) at the UN. Kumar is responsible for auditing, investigating, evaluating and inspecting UN programmes. He seeks to review the work of OIOS in order to refocus department resources to areas of high risk. A cursory review of UN programmes identifies Oil-for-Food as a major risk in terms of the potential for operational failure and damage to the UN reputation. In the absence of adequate internal resources, Kumar aims to institute a full risk analysis of the programme with the help of external consultants. However, this initiative is blocked.
En Classe is an educational foundation operating in Kinshasa, capital of the Democratic Republic of Congo (DRC), one of the poorest countries in the world, where nearly 61 million people live on less than $1.90 a day. Twelve million children do not attend school and only a quarter of those who do ultimately complete secondary education. Most government-run schools are in a state of disrepair, often lacking roofing, toilets and desks. With a vision of improving the lives of Congolese children through sustained improvement of schooling, since its founding En Classe has renovated and helped to manage 18 government schools, reaching over 15,000 children. Beyond rebuilding the infrastructure, it also provides free teacher training, reading tablets, and leadership workshops for pupils. In 2019, En Classe embarked on a project to develop a 'model school' for the remaining schools and for future fundraising in an effort to scale up its activities. It faces three challenges. First, lacking formal authority over teaching and administrative staff, it has only non-monetary incentives to encourage the them to adopt new teaching practices and improve student outcomes. Second, most teachers receive no salary from the government and rely on money raised directly from the parents, who are often unable to pay, and pupils perform poorly in state exams. Third, since its founding, the original management team has moved out of the DRC and now manages En Classe remotely using a local team of employees, which proves challenging. Looking ahead, the founders want to transfer more responsibility to the local team.
In April 2020, the business head and the human resources head at Apturja Power Limited (APL) were anxious about the rising levels of new-hire turnover across all five power plant locations. Out of 2,000 employees hired in the past two years, half had left the organization within a year of joining. High attrition posed an issue for APL's cost-competitiveness strategy by not only increasing hiring costs but also nullifying the time and energy spent in acquainting and training employees to APL's requirements. Both department heads wanted to identify reliable indicators so that they could develop an appropriate action plan to reduce new-hire turnover and thereby strengthen APL's human capital.
On May 12, 2020, Vedanta Resources Limited, representing the London, United Kingdom company Vedanta Group, expressed its intention to buy all public shares of its Indian subsidiary Vedanta Limited and to delist it from all stock exchanges in India and New York. The chair of Vedanta Group explained that the decision to delist was largely driven by a strategy to simplify the group structure. The indicative offer price of ₹87.5 per equity share represented a premium of 9.9 per cent over the closing market price of ₹79.6 on the previous day. However, there was some doubt that minority shareholders would find the offer attractive. The final exit price, which would be determined through the reverse book-building process, was likely to increase. Exactly what amount Vedanta Resources Limited was willing to pay was a key factor in the quest for a successful delisting. Two other important considerations were the additional amount of borrowing required and future debt servicing constraints.
several companies competing to win the mandate to manage F&M's assets. Investure's approach is to pool the assets of "like-minded" institutions and significantly increase their allocations to PE. Miller and his team are preparing to meet with the F&M board's investment committee to describe Investure's services and approach to investment management. This case is designed to introduce students to AA and the distinctions among PE, hedge funds, and private capital within this asset class. It focuses primarily on why PE is a difficult asset class to manage and describes several channels available to small endowments like F&M to access PE. The case introduces students to the core vocabulary of PE investing and limited partnership agreements. To make the concepts and terms more concrete, it provides a simple exercise that asks the students to calculate the expected internal rate of return (IRR) on an investment made through a traditional limited partnership (primary fund commitment) and a fund of funds and compare those to Investure's approach. Students must evaluate and discuss the feasibility and attractiveness of each alternative to F&M. In doing so, the case creates an opportunity for students to discuss the current trends and issues many E&Fs confront as they attempt to increase allocations to PE. The case is appropriate for use in an introductory or early class in courses focusing on PE, venture capital (VC), and entrepreneurial finance, as well as in specialized courses for fund trustees interested in AA. The case can be used for the following purposes: 1. To introduce students to AA and how they differ from public equities and fixed income.
This case discusses efforts made by biotechnology (biotech) company Amgen to introduce digital technologies into its manufacturing processes. Doing so is complicated by the fact that the process for manufacturing biologics-or therapeutics made from living cells-is subject to unforeseen variability and thus requires a highly controlled environment. Mistakes are costly, given that the manufacturing process takes several weeks from start to finish. Set in early 2020, the case asks students to evaluate two opportunities facing case protagonists Myra Coufal and Chris Garvin. The first involves working with a new team to build a standard multivariate model for a fairly new commercial product with limited production data. The second involves building a predictive machine learning model to automate one step of the manufacturing process for a top-selling product that generates sizable margins. The case includes a supplemental problem set that provides students the opportunity to analyze data and make an informed choice between the two opportunities.
This notes provides information about the eGrocery industry and how traditional CPG companies handle this channel and potential data. It is recommended to use together with a series of exercises entitled: "E-Commerce Analytics for CPG Firms (A), (B), and (C)."
In January 2021, Chesca Colloredo-Mansfeld (MBA '92), cofounder and executive director of MiracleFeet, a nonprofit dedicated to eradicating untreated clubfoot for good, found herself at yet another crossroad. In just over a decade, the organization, which partnered with local clinics to provide low-cost, nonsurgical solutions to one of the world's leading causes of disability, had treated just over 50,000 children in 29 countries, nailing nearly every ambitious goal to date. Notably, it had accomplished this with just over $31 million in funds raised. And with programming costs of just under $500 per child, treatment with MiracleFeet had proven to be one of the most cost-effective, high impact health initiatives in the world. But a hole remained. Over the prior decade, Colloredo-Mansfeld had faced a number of challenges. These included how best to harness the power of data to operate more efficiently and effectively, deliver the highest-quality programming, and provide meaningful data for donors that, in turn, informed the programming process in a continuous feedback loop. Indeed, Colloredo-Mansfeld had figured out how to use data to drive performance, retain and inform major donors, and manage impact but she struggled with how to scale the organization beyond the low-income model. Since inception, MiracleFeet had focused primarily on countries with poor access to health care. However, in order to solve the issue of untreated clubfoot globally, Colloredo-Mansfeld would have to figure out how to leverage data to forge a new pathway beyond low-income countries.