學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
內容大綱
On June 16, 2024, the chief executive officer (CEO), founder, and director of V21 Group of Ventures (V21), a real estate conglomerate based in Pune, India, was preparing to meet with members of a housing society in Mumbai to finalize the agreement for a residential reconstruction project. While the CEO had successfully built five real estate ventures, this was V21’s first project in the challenging field of real estate development, and it presented distinct challenges, including navigating complex regulatory environments, establishing credibility in a competitive market, and securing substantial funding in an industry known for its high entry barriers. The move into real estate development represented a pivotal moment in this entrepreneurial journey, one that could elevate the V21 Group to new heights, and the CEO was facing several critical decisions: He needed to decide how to visualize the business model for this development venture. What should be its key elements? What key strategies should he develop for market entry, funding, and marketing, and how could he tailor these to both the external environment and his available resources? Most importantly, as the Mumbai market was dominated by established players and strict regulatory hurdles, how could he overcome the credibility gap he faced as a new developer in this market?
學習目標
This case study is suitable for use within entrepreneurship or strategy courses at both the undergraduate and graduate levels in modules on new venture creation, business model innovation, or strategic decision-making. After working through the case and assignment questions, students will be able to do the following: <ul><li>Assess the external environmental factors impacting a new entrepreneurial venture, using an analysis of political, economic, socio-cultural, technological, legal, and environmental (PESTLE) factors.<li><li>Visualize the business model for an entrepreneurial venture using the business model canvas (BMC) framework.</li><li>Analyze how a new venture can make informed strategic decisions by evaluating internal strengths and weaknesses while identifying external opportunities and threats (i.e., undertaking a SWOT analysis).</li></ul>