The Resource Born on the internet, how should Suta grow?, Sheila Roy (Department of Operations, S.P. Jain Institute of Management Research, Mumbai, India), and Renuka Kamath (Department of Marketing, S.P. Jain Institute of Management and Research, Mumbai, India)

Born on the internet, how should Suta grow?, Sheila Roy (Department of Operations, S.P. Jain Institute of Management Research, Mumbai, India), and Renuka Kamath (Department of Marketing, S.P. Jain Institute of Management and Research, Mumbai, India)

Label
Born on the internet, how should Suta grow?
Title
Born on the internet, how should Suta grow?
Statement of responsibility
Sheila Roy (Department of Operations, S.P. Jain Institute of Management Research, Mumbai, India), and Renuka Kamath (Department of Marketing, S.P. Jain Institute of Management and Research, Mumbai, India)
Creator
Contributor
Author
Subject
Language
eng
Member of
Cataloging source
UtOrBLW
http://library.link/vocab/creatorName
Roy, Sheila
Dewey number
658.406
Illustrations
illustrations
Index
index present
LC call number
HD2746
LC item number
.R69 2020
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
Kamath, Renuka
http://library.link/vocab/subjectName
  • Corporations
  • Teleshopping
  • Entrepreneurship
Label
Born on the internet, how should Suta grow?, Sheila Roy (Department of Operations, S.P. Jain Institute of Management Research, Mumbai, India), and Renuka Kamath (Department of Marketing, S.P. Jain Institute of Management and Research, Mumbai, India)
Instantiates
Publication
Copyright
Note
  • To appreciate the importance of carefully carving out a unique target group of customers and differentiating the offerings by establishing a brand born on the internet. To appreciate the criticality of balance between growth and quality. To appreciate the entrepreneurial dilemma of growth vs control while making difficult business growth choices. To analyse the alternative growth options in the context of the Su and Tas concerns and offer decision choices to go with the organizational ethos and business goals
  • Three years back in Mumbai, India, Sujata and Taniya took a decision to quit their well-paying jobs and launch Suta, their small yet dynamic entrepreneurial venture of smart office wear for women. Sales had grown rapidly from INR 1.5 crore in 2016 to INR 5 crore in 2018. In March 2019, they found themselves at a crossroads: Should they bring in investors to accelerate their plans for growth and risk losing control or depend on organic growth? That would mean depending on operational cash flows to scale their business at a pace that would ensure that they did not compromise the quality of their operations, products and hence customer experience. The sisters had nurtured Sutas brand image in the minds of their customers, through distinctive designs, quality processes, exemplary customer service and experience. All this through a strong yet responsible supply chain that nurtured weavers in rural India. They wanted both the brand and the many weavers who were dependent on them for work and livelihood, to grow. They had seen enough examples where the pursuit of growth had resulted in the quality of product and customer service suffering, along with employee attrition and process failures. They were very apprehensive of adopting the greedy for growth model through investor funding that many start-ups had followed and which eventually compromised their customer experience. The question clearly was not if they should grow, but how should they grow
  • This case is designed for use at the postgraduate level in courses on entrepreneurship, business strategy, strategic management and strategic marketing, as well as in executive management programs. It can be used at the beginning of a course or toward the middle, to set the context for the course. The case will help instructors focus on the unique situation of a company 'born on the internet,' which has to manage the current growing business while making a choice for growth in an emerging market where e-commerce channel is rapidly becoming popular
  • Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Control code
emerald1218
Dimensions
cm.
Dimensions
unknown
Extent
1 online resource (3 pages)
Form of item
online
Issn
2045-0621
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
19 illustrations
Specific material designation
remote
Label
Born on the internet, how should Suta grow?, Sheila Roy (Department of Operations, S.P. Jain Institute of Management Research, Mumbai, India), and Renuka Kamath (Department of Marketing, S.P. Jain Institute of Management and Research, Mumbai, India)
Publication
Copyright
Note
  • To appreciate the importance of carefully carving out a unique target group of customers and differentiating the offerings by establishing a brand born on the internet. To appreciate the criticality of balance between growth and quality. To appreciate the entrepreneurial dilemma of growth vs control while making difficult business growth choices. To analyse the alternative growth options in the context of the Su and Tas concerns and offer decision choices to go with the organizational ethos and business goals
  • Three years back in Mumbai, India, Sujata and Taniya took a decision to quit their well-paying jobs and launch Suta, their small yet dynamic entrepreneurial venture of smart office wear for women. Sales had grown rapidly from INR 1.5 crore in 2016 to INR 5 crore in 2018. In March 2019, they found themselves at a crossroads: Should they bring in investors to accelerate their plans for growth and risk losing control or depend on organic growth? That would mean depending on operational cash flows to scale their business at a pace that would ensure that they did not compromise the quality of their operations, products and hence customer experience. The sisters had nurtured Sutas brand image in the minds of their customers, through distinctive designs, quality processes, exemplary customer service and experience. All this through a strong yet responsible supply chain that nurtured weavers in rural India. They wanted both the brand and the many weavers who were dependent on them for work and livelihood, to grow. They had seen enough examples where the pursuit of growth had resulted in the quality of product and customer service suffering, along with employee attrition and process failures. They were very apprehensive of adopting the greedy for growth model through investor funding that many start-ups had followed and which eventually compromised their customer experience. The question clearly was not if they should grow, but how should they grow
  • This case is designed for use at the postgraduate level in courses on entrepreneurship, business strategy, strategic management and strategic marketing, as well as in executive management programs. It can be used at the beginning of a course or toward the middle, to set the context for the course. The case will help instructors focus on the unique situation of a company 'born on the internet,' which has to manage the current growing business while making a choice for growth in an emerging market where e-commerce channel is rapidly becoming popular
  • Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Control code
emerald1218
Dimensions
cm.
Dimensions
unknown
Extent
1 online resource (3 pages)
Form of item
online
Issn
2045-0621
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
19 illustrations
Specific material designation
remote

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