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Transitioning to a Marketplace Model (Spanish version)
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCase HBS-518S12MarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Starting at €8.20
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Coffee Wars in India: Caf Coffee Day 2015
Yoffie, David B.; Tahilyani, RachnaCase HBS-715445-EStrategyThis case is an update of "Coffee Wars in India: Caf Coffee Day 2013." It explores Caf Coffee Day's progress after Starbuck's entry into India and the decisions it faces in 2015.Starting at €8.20
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Coffee Wars in India: Starbucks 2015
Yoffie, David B.; Tahilyani, RachnaCase HBS-715453-EStrategyThis case examines the progress made by Starbucks in its first two years of operation in India.Starting at €8.20
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Apple Inc., 2008
Yoffie, David B.; Slind, MichaelCase HBS-708480-EStrategyIn January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc. With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple's future, but they now accounted for less than half of its total revenue. The company's line of iPod media players, its iTunes online content sto...Starting at €8.20
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Intellectual Ventures
Hagiu, Andrei; Yoffie, David B.; Wagonfeld, Alison BerkleyCase HBS-710423-EStrategyIntellectual Ventures creates and acquires intellectual property, which it then seeks to monetize through non-exclusive licensing. In early 2009, as an increasing number of companies were trying to position themselves as leading intermediaries in the market for intellectual property, IV was looking for the best business model to become such a leading intermediary. Its model was predicated on making it easy for small inventors to monetize their in...Starting at €8.20
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Managing the Selling Effort (A) (Spanish version)
Narayandas, Das; Herman, KerryCase HBS-515S05MarketingThe CEO of EFL (India), a direct sales organization, must decide which changes to the sales compensation systems would better motivate his sales reps and improve their sales performance.Starting at €8.20
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Microsoft in 2005 (Spanish version)
Yoffie, David B.; Mehta, Dharmesh M.; Seseri, Rudina I.Case HBS-712S05StrategyFocuses on Microsoft's strategy for sustaining competitive advantage in the global software industry. Also, explores Microsoft's history and its current position, as it tries to diversify its product and service revenue streams.Starting at €8.20
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Paytm: Building a Payments Network
Gupta, Sunil; Narayandas, Das; Tahilyani, RachnaCase HBS-517091-EMarketingBy January 2017, Paytm, a mobile payments company that started in 2010, became India's largest mobile payments platform with over 142 million users and a $5 billion valuation. Could Paytm become the $100 billion company its founder Vijay Shekhar Sharma envisioned it to be?Starting at €8.20
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Brightcove, Inc. in 2007
Hagiu, Andrei; Yoffie, David B.Case HBS-712424-EStrategyBrightcove, a technology and services provider to content owners in the Internet television field, aimed to become a media distribution company in its own right. On October 30, 2006, it relaunched its Website-and, in effect, its business. With its new, consumer-facing home page, and with new offerings for advertisers and affiliates as well as video publishers, Brightcove sought to build a four-sided business (or "platform") around the rapidly exp...Starting at €8.20
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Coffee Wars in India: Caf Coffee Day 2013
Yoffie, David B.; Tahilyani, RachnaCase HBS-715444-EStrategyCaf Coffee Day (CCD) is the largest coffee retailer in India. In 2012, Starbucks entered the India market. This case explores CCD's competitive advantages, its analysis of Starbuck's entry strategy, and how it might respond to Starbucks' entry.Starting at €8.20