case study of entrepreneurship

Entrepreneurship Case Studies

Fieldfresh foods.

Mukesh Pandey, K Sudhir, Raman Ahuja, and Deepali Tewari Customer/Marketing, Entrepreneurship, Operations

By 2010, the FieldFresh team had been able to create an efficient supply chain for baby corn across Punjab and Maharashtra at all levels. But success brought with it the expectation of growth. Should FieldFresh grow opportunistically into different foreign markets as retailers and wholesalers demanded different products for their respective markets? Should FieldFresh continue to focus on baby corn, whose supply chain-market linkages it had perfected, or should the company expand the range of products it would supply? Should FieldFresh continue to maintain its primary export focus, or shift relative emphasis to the growing domestic market?

DonorsChoose.org

Anna Blanding, Jennifer Stredler, Kim Su, Ivy Washington, Sharon Oster, Jaan Elias and Andrea R. Nagy

Customer/Marketing, Entrepreneurship, Operations, Social Enterprise

After an auspicious start, Charles Best (Yale College ’98) and DonorsChoose.org set their sights on growing beyond New York City. Supported by a $14 million grant from Silicon Valley executives in 2005, DonorsChoose.org scaled up its organization and began a step-by-step expansion into various locales. By 2009, the organization had made great strides toward completing its expansion. However, observers wondered whether DonorsChoose.org could reach its goal of providing $100 million per year in gifts to classrooms and whether it would have an impact on the fundamental inequities within the educational system.

James Baron and Jaan Elias

Employee/HR, Entrepreneurship, Ethics & Religion

AgBiome co-founders, Scott Uknes and Eric Ward, were admirers of self-managed organizations and commitment culture, approaches to organizational structure and process that encouraged openness and collaboration. Accordingly, they built AgBiome to operate without supervisory relationships, job titles, formal performance evaluations, and individual performance bonuses. Instead, AgBiome relied on a committee structure that encouraged people with the greatest expertise to make decisions on matters within their ambit. By 2017, AgBiome employed 80 people and was projecting further expansion. But observers wondered, could a company, which worked on the basis of commitment and without a hierarchy, scale?

The Alibaba Group

Yi guo,yao jing, charles liu, michelle wang, jaan elias, and zhiwu chen.

Competitor/Strategy, Entrepreneurship, Investor/Finance, Law & Contracts

By July of 2011, Yun “Jack” Ma had achieved his goal of creating one of the world’s leading e-commerce companies. Ma founded the Alibaba Group and took advantage of growing internet usage in China to launch the leading B2B, C2C and B2C sites in the country and capture a huge market. Despite his success, Ma had a troubled relationship with Yahoo!, the largest investor in the Alibaba Group. Ma’s decision in January of 2011 to transfer Alipay (the Alibaba Group’s online payment unit) from the Alibaba Group to a company under his personal control was just making matters worse.

What is Next? Search Fund Entrepreneurs Reflect on Life After Exit

A.j. wasserstein.

Entrepreneurship, Investor/Finance, Leadership & Teamwork

During his time at the Yale School of Management, Matt Dittrich (Yale SOM ‘18) became interested in how recent MBA students gathered search funds, structured small acquisitions, propelled themselves into being a CEO, and then participated in a liquidity event only a few years after acquisition and graduation. He appreciated the case studies about entrepreneurs facing acquisition, strategy, and financing issues. But what did entrepreneurs do after their exits? At the urging of his teacher, A.J. Wasserstein, he interviewed former search fund entrepreneurs who had experienced an exit to learn what exactly they chose to do, and why. Overcome by curiosity, Dittrich was excited to begin his informational interviews (summaries included here).

Advanced Leadership 2016

Jaan elias, james quinn and james baron.

Employee/HR, Entrepreneurship, Innovation & Design, Leadership & Teamwork, Social Enterprise

Biographies of the following seven leaders are provided:

Rodney O’Neal, Delphi,
Neal Keny-Guyer, Mercy Corps,
David Cote, Honeywell,
Linda Mason, Bright Horizons,
General Stanley McChrystal, United States Military,
Donna Dubinsky, Numenta, and (7) Laszlo Bock, Google.

Mike Erwin: An Accidental Social Entrepreneur

A. j. wasserstein.

Mike Erwin, a decorated army veteran from West Point, never envisioned himself as a social entrepreneur or activist. Yet in 2012, he found himself the CEO of an organization with 15,000 members and 34 chapters reaching from Syracuse, NY to Houston, TX. Though Erwin was proud of his organization’s growth and had excelled in leadership positions, he questioned whether he was the right person to scale Team Red, White and Blue. Would someone else with more experience be more appropriate? If he indeed moved on, how could he ensure the organization would continue to thrive amid a change in leadership and potential restructuring?

Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

Employee/HR, Entrepreneurship

Before entering the Yale School of Management, James Guba (SOM’18) had thought about becoming an entrepreneur. He did not have a specific idea to build a business around, but he did aspire to take charge of an organization and grow it. At Yale, Guba discovered an entrepreneurial niche called “search funds” that would allow him to acquire and lead a company that he had not built from scratch. Inspired, Guba met with search fund entrepreneurs to learn about their different paths to building their funds.

Kalil Diaz: A DR-based search firm considers its first acquisition

Customer/Marketing, Entrepreneurship

After nearly two years of searching, Kalil Diaz (SOM '14) wondered if he had finally found the company for which he had been looking. The decision he was facing would have a big impact on his investors as well as his own life. He was somewhat confident he could access funds from his current investors to purchase the company despite several investors being slow in their response to commit. However, Diaz still wondered if making the investment was the right move. How would he transition from the search to being CEO and running a company? Would the acquisition provide suitable financial returns for his investors and himself?

Clorox, Inc

Elise rindfleisch and allison mitkowski.

Customer/Marketing, Entrepreneurship, Sustainability

In October 2007, Clorox announced that it would buy Burt’s Bees for $925 million – more than five times Burt’s Bees’ annual sales. Clorox’s move caught many in the industry by surprise - Burt’s Bees had a folksy image and natural appeal for customers. Could such a brand find a home within a company best known for a toxic cleanser? Would Clorox’s push into “green” cleaners satisfy Burt’s Bees’ faithful customers? Had Clorox paid too much for its acquisition? Or, were there potential synergies that justified the purchase? What was the future of this market?

Project Masiluleke: Texting and Testing to Fight HIV/AIDS in South Africa

Rodrigo canales, jean rosenthal, jaan elias, and william drenttel.

Entrepreneurship, Healthcare, Innovation & Design, Social Enterprise

The traditional Zulu greeting, "Sawubona," literally translates as "I see you." The major challenge faced by Project Masiluleke could be captured in this local greeting – could Project M see the lives of the individuals they hoped to help? Could they find ways to understand each other and the individuals threatened by HIV/AIDS well enough to design effective solutions to a major health crisis? PopTech, frog design, and the Praekelt Foundation joined with iTeach, an HIV/AIDS and TB prevention and treatment program, to look for new approaches to address South Africa's health issues. Access to this case has been made freely available to the public.

Project Samaan

Rodrigo canales, jean rosenthal, jaan elias, ashley pandya and samuel sturm.

Entrepreneurship, Healthcare, Innovation & Design, Social Enterprise, State & Society, Sustainability

In a unique partnership, governments, designers, architects, academics, and NGOs had come together to create new sanitation solutions for India's urban slums. Specifically, the group set about tackling one of the developing world's leading problems – open defecation in crowded urban settings. But by fall 2013, not a single community toilet had been approved. What had gone wrong? And what could this experience teach others about an overall solution to the problem?

San Miguel: Expanding the Amaranth Market

Jaan elias, mario alan gonzález hernández, carlos gil garcía, rodrigo canales, and kaveh khoshnood.

Competitor/Strategy, Customer/Marketing, Employee/HR, Entrepreneurship, Innovation & Design, Leadership & Teamwork, Operations, Social Enterprise

San Miguel, a small Amaranth processing company in Huixcazdhá, Mexico, was started as a development project to sustainably employ local residents. Despite the plant’s rural location and unschooled workforce, the company pioneered the processing of amaranth into a number of unique products. Though the company yielded a small but steady profit, the plant was operating at only 20 percent of capacity and the organization lacked a coherent marketing strategy. What new markets could the company target and what communications strategy should it employ?

Haiti Mangoes

Andrea nagy smith and douglas rae.

Entrepreneurship, Operations, Social Enterprise, State & Society

JMB S.A. had been in the mango processing business since 1998, and CEO Jean-Maurice Buteau had built up a profitable business that exported around 2,000 tons of mangoes per year. The January 2010 earthquake devastated Haiti, but JMB appeared to survive intact, and the Soros Economic Development Fund (SEDF) was eager to move forward. In spring 2010 SEDF proceeded with a $1.3 million loan and a $1 million equity investment in JMB. But by spring 2012, after pouring $2.55 million into JMB, SEDF realized that it had to make a decision: invest another $2 million and reorganize the company under new management; sell the company, or shut down JMB S.A. altogether.

Allison Mitkowski, Alexandra Barton-Sweeney, Tony Sheldon, Arthur Janik, and Jaan Elias

Customer/Marketing, Innovation & Design, Social Enterprise, State & Society, Sustainability

In 2009, SELCO was considering its plans for how the company might expand. The company decided to institutionalize its design process by building an innovation center. SELCO also added products that provided energy solutions beyond solar. Some within the company were hoping the company would go “deeper” and look at designing solutions for even poorer members of the Indian population. Others were hoping that the company would go “wider” and expand beyond its current geographical areas in Karnataka and Gujarat. Whatever its direction, the strategic choices the company made at this point in its evolution would be crucial to determining its continued success.

360 State Street: Real Options

Andrea nagy smith and mathew spiegel.

Asset Management, Investor/Finance, Metrics & Data, Sourcing/Managing Funds

In 2010 developer Bruce Becker completed 360 State Street, a major new construction project in downtown New Haven. The building was a 32-story high-rise with 500 apartments, a parking garage, and a grocery store on the street level. In the summer of 2013, Becker had a number of alternatives to consider in regards to the open lot adjacent to his recent construction. He also had no obligation to build. He could bide his time. But Becker also worried about losing out on rents should he wait too long. Under what set of circumstances and at what time would it be most advantageous to proceed?

Achievement First

Fawzia ahmed, jaan elias, and sharon oster.

Social Enterprise, State & Society

On the edges of a warehouse district in New Haven, Connecticut, an intrepid group of educational pioneers were turning conventional theory on its head. Amistad Academy, a charter school founded by two Yale Law School graduates, was not only getting students on par with their grade levels in reading and math, but was pushing them to perform as well as the best suburban school districts too. Five years after opening Amistad, McCurry and Toll opened an additional school in New Haven and four schools in Brooklyn, New York – all of which showed the same promise as Amistad. They dubbed their network of schools Achievement First (AF), and garnered national attention and funding from “venture philanthropists” interested in educational reform. However, in the summer of 2006, AF was facing critical questions about its future direction.

Ravi Dhar and Andrea Nagy Smith

Competitor/Strategy, Customer/Marketing, Investor/Finance, Operations

At the time of its IPO filing, Groupon held the lead among group buying sites, a 52-percent market share of revenue generated, according to the group-buying site aggregator Yipit. But many questions remained about its future. Would Groupon’s labor-intensive business model prove profitable? Would customers and merchants be loyal to Groupon? Would other companies take its business? In summer 2011 it was far from sure that the young company could maintain its lead.

Carry Trade ETF

K. geert rouwenhorst, jean w. rosenthal, and jaan elias.

Innovation & Design, Investor/Finance, Macroeconomics, Sourcing/Managing Funds

In 2006 Deutsche Bank (DB) brought a new product to market – an exchange traded fund (ETF) based on the carry trade, a strategy of buying and selling currency futures. The offering received the William F. Sharpe Indexing Achievement Award for “Most Innovative Index Fund or ETF” at the 2006 Sharpe Awards. These awards are presented annually by IndexUniverse.com and Information Management Network for innovative advances in the indexing industry. The carry trade ETF shared the award with another DB/PowerShares offering, a Commodity Index Tracking Fund. Jim Wiandt, publisher of IndexUniverse.com, said, "These innovators are shaping the course of the index industry, creating new tools and providing new insights for the benefit of all investors." What was it that made this financial innovation successful?

Governors Island

Entrepreneurship, Innovation & Design, Social Enterprise, State & Society

The political players had changed since President Clinton and Senator Moynihan’s helicopter ride. Clinton was no longer President, his wife had taken Moynihan’s seat in the Senate and Michael Bloomberg had replaced Rudolph Giuliani as New York’s Mayor. What remained the same was that the city, state, and federal government had yet to reach a deal. The question of what to do with Governors Island and who should do it remained very much open. Indeed, there were those within the new Bush administration and the Congress who believed in scrapping Clinton and Moynihan’s deal and selling the island to the highest bidder be that the local government or a private developer.

Ant Financial: Flourishing Farmer Loans at MYbank

Jingyue xu, jean rosenthal, k. sudhir, hua song, xia zhang, yuanfang song, xiaoxi liu, and jaan elias.

Competitor/Strategy, Customer/Marketing, Entrepreneurship, Innovation & Design, Investor/Finance, Leadership & Teamwork, Operations, State & Society

In 2015, Ant Financial’s MYbank (an offshoot of Jack Ma’s Alibaba company) was looking to extend services to rural areas in China through its Flourishing Farmer Loan program. MYbank relied on the internet to communicate with loan applicants and judge their credit worthiness. Initial tests of the program had proved promising, but could MYbank operate the program at scale? Would its big data and technical analysis provide an accurate measure of credit risk for loans to small customers? Could MYbank rely on its new credit-scoring system to reduce operating costs to make the program sustainable?

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4 Entrepreneur Success Stories to Learn From

successful entrepreneur talking on phone

20 Jan 2022

Entrepreneurship is a risky but potentially rewarding endeavor. According to the online course Entrepreneurship Essentials , 50 percent of startups last five years, and just 25 percent survive 15.

“For every Amazon.com or Uber, there are scores of companies few can remember,” says Harvard Business School Professor William Sahlman in Entrepreneurship Essentials.

So, what separates successful ventures from those that fail?

“When a company succeeds, it’s because it has discovered and made the right moves along the way,” Sahlman says. “It has found out how to create and capture customer value.”

If you’re exploring entrepreneurship or in the early stages of launching a venture, it’s important to learn from others to avoid common pitfalls and discover which decisions impacted a company’s survival. Here are four stories of successful entrepreneurs to inspire your entrepreneurial journey.

Access your free e-book today.

4 Successful Entrepreneur Stories

1. adi dassler of adidas.

Some of today’s biggest brands started with humble beginnings, and no one embodies this better than Adidas founder Adolf “Adi” Dassler.

Dassler’s shoemaking career began in his mother’s washroom in a small town in Bavaria, Germany. It was there that Dassler began designing and cobbling shoes and decided he wanted to make the best possible sports shoe for athletes.

While there were plenty of shoemakers at the time, Dassler was committed to standing out in the market by gathering feedback from athletes about what they looked for in a shoe, what pain points could be improved on, and how they felt about his early models.

This feedback allowed Dassler to craft an athletic shoe that was highly valued by his customers and gave him legitimacy when he registered “Adi Dassler Adidas Sportschuhfabrik” in 1949 at 49 years old. It was that same year the first shoe with the soon-to-become-signature Adidas three stripes was registered.

Dassler’s vision to create the best shoe for athletes proved itself in 1954 when the German national football team won the World Cup final against the Hungarians—while wearing the new model of Adidas cleats.

“Their unbelievable victory would be heard around the world for decades to come,” Adidas states on its website , “and it made Adidas and its founder a household name on football pitches everywhere.”

Since then, Adidas has grown into an international brand known for high-quality athleticwear. Dassler’s story sheds light on the importance of listening to target customers about their dreams, needs, and pain points.

“Adi Dassler’s secret to success had an additional personal ingredient: He met with athletes, listened carefully to what they said, and constantly observed what can be improved or even invented to support their needs,” reads Adidas’s website . “The best of the best trusted Adidas and its founder from the beginning.”

Related: 5 Steps to Validate Your Business Idea

2. Whitney Wolfe Herd of Bumble

After leaving dating app company Tinder and an abusive relationship in 2014, Whitney Wolfe Herd was inspired to create an empowering dating experience for women.

“For all the advances women had been making in workplaces and corridors of power, the gender dynamics of dating and romance still seemed so outdated,” Wolfe Herd writes on Bumble’s website . “I thought, ‘What if I could flip that on its head? What if women made the first move and sent the first message?’”

Wolfe Herd, along with dating app Badoo co-founder Andrey Andreev and former Tinder employees Chris Gulzcynski and Sarah Mick, designed a dating app that requires women to make the first move in heterosexual matches.

The brand took off—largely on college campuses—and the app reached 100,000 downloads in its first month.

As its user base grows, Wolfe Herd remains a strong advocate for gender equality and sexual harassment prevention, building in-app features that block hate speech and blur inappropriate images. Wolfe Herd and her team also lobbied the state of Texas—where the company is headquartered—to pass a law prohibiting the sending of unsolicited lewd photos, which passed in 2019 .

“I’m more dedicated than ever to helping advance gender equality—and putting an end to the misogyny that still plagues society,” Wolfe Herd writes in a letter to Bumble users . She later adds, “I want nothing more than for your connections to be both meaningful and healthy.”

Wolfe Herd’s story serves as a reminder to use your own life for business inspiration and use a cause you care about to differentiate your product and brand in a saturated market.

Related: How to Identify an Underserved Need in the Market

3. Melanie Perkins of Canva

In 2007, Melanie Perkins was working a part-time job while studying in Perth, Australia, teaching students how to use desktop design software. The software was expensive, complex, and required a semester’s worth of instruction to learn how to use, prompting Perkins to ask, “Is there a way this could be simpler and less expensive?”

Perkins’s goal to create an affordable, simple, online design tool was originally turned down by over 100 investors—it wasn’t until three years into her pitching process that Canva received its first investment.

Perkins credits this investment to a shift in her pitching strategy: She began leading with the relatable problem Canva aims to solve.

“A lot of people can relate to going into something like Photoshop and being completely overwhelmed," Perkins said in an interview for Inc . "It's important to tell the story, because if your audience doesn't understand the problem, they won't understand the solution."

Today, 60 million customers use Canva to create designs across 190 countries.

Perkins’s story reflects the importance of effectively communicating the value of a business idea , as well as the tenacity and resilience required for entrepreneurial success.

Related: How to Effectively Pitch a Business Idea

4. Neil Blumenthal, Dave Gilboa, Andy Hunt, and Jeff Raider of Warby Parker

One example mentioned in Entrepreneurship Essentials is that of innovative online eyewear company Warby Parker. In 2008, Wharton MBA student Blumenthal lost his prescription eyeglasses. He was reluctant to purchase a new pair because they were so expensive. He also didn’t want to visit an eyeglass store.

The idea came to him in the middle of the night, and he emailed three friends—Gilboa, Hunt, and Raider—immediately: Why not start an online company to sell prescription glasses at an affordable price?

They set to work, and Warby Parker was poised to launch just after the four founders graduated with their MBA degrees in the spring of 2010—that is, until GQ reached out to Blumenthal about writing an article to be published on February 15 of that year. The founders sped up their process and launched Warby Parker’s website the same day the article was printed .

The article called Warby Parker “the Netflix of eyewear,” driving interested customers to the new site in droves. The founders’ one mistake was forgetting to add a “sold out” functionality to the website. The waitlist for Warby Parker eyewear grew to 20,000 people, and the company hit its first-year sales target in three weeks.

"It was this moment of panic but also a great opportunity for us to provide awesome customer service and write personalized emails to apologize and explain," Blumenthal says in an interview for Inc . "That really set the tone for how we would run customer service."

A few things set Warby Parker apart from the eyewear market at the time:

Its online model : A new way of delivering the product helped it break into a stagnant industry
Its affordable prices : A pair of Warby Parker frames with prescription lenses cost $95—much less expensive than other brands at the time
Its home try-on program : This enabled customers to try on five pairs of glasses and send back the pairs they didn’t want to purchase.
Its commitment to giving back : For every pair of glasses purchased, Warby Parker donated a pair to someone in need

Warby Parker donated its millionth pair of glasses in 2019 and continues to be an example of innovation in an existing market.

Which HBS Online Entrepreneurship and Innovation Course is Right for You? | Download Your Free Flowchart

Why Learn from Case Studies?

Reading about the trials, tribulations, decisions, and successes of other entrepreneurs is an effective way to gain insight into what your experience could be like. What common threads do you notice in the aforementioned examples? What characteristics do these successful entrepreneurs share ? Use their experiences as blueprints to inform your strategic approach and in-the-moment decision-making.

When building your entrepreneurial skills, seek out courses that incorporate case studies into their teaching method , such as Entrepreneurship Essentials. Not only can you imagine yourself in their situations, but you can take their wisdom with you on your entrepreneurial journey.

Are you interested in honing your entrepreneurial skills and innovation toolkit? Explore our four-week Entrepreneurship Essentials course and other online entrepreneurship and innovation courses to learn to speak the language of the startup world.

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Berkeley Haas Case Series

The Berkeley Haas Case Series is a collection of business case studies created by UC Berkeley faculty

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Connect-in-Place: Startup Disrupts Socializing and Learning During COVID-19

Two UC Berkeley students forced into online classes during COVID-19 realized - due to their volunteer experiences championing educational equality - that younger students (K-12) could suffer social isolation and reduced learning opportunities. So, the undergrads brainstormed how to tackle new educational and emotional challenges pre-college students faced due to pandemic restrictions.

Medinas Health: Building a Medical Equipment Marketplace

This case centers on the startup Medinas Health, a technology company based in Berkeley, California that aimed to increase the efficiency of the medical equipment market in the U.S. Chloe Alpert, Medinas Health’s CEO, envisioned a more sustainable healthcare industry and aimed to reduce waste and improve the financial bottom-line of hospitals.

Niantic Labs and the Professional Entrepreneur in the Silicon Valley: Google, Pokémon Go, and Beyond

This case series focuses on the entrepreneurial career of John Hanke, a 1996 MBA graduate of the Haas School of Business at the University of California, Berkeley and a professional entrepreneur.

International Data Spaces: A Collaborative Organizational Moonshot

Led by ThyssenKrupp CTO Reinhold Achatz, IDSA is an organization that seeks to set, diffuse, and implement a dominant global B2B data standard.

Maire Tecnimont: The Creation of NextChem

Maire Tecnimont is an international leader in the engineering and construction of industrial plants.

Goodbaby: How a Chinese Underdog Became a World Leader Through Open Innovation

Goodbaby is an industry-leading manufacturer of juvenile products. Under a variety of brand names, nearly a third of the strollers in the world are designed and manufactured by Goodbaby.

Barça Innovation Hub: Getting the Ball Rolling on Innovation

This case study follows the Spanish football club, FC Barcelona, as it starts to innovate and create an organizational structure for open innovation.

Enel X: Driving Digital Transformation in the Energy Sector

Enel is one of the world’s largest electric utilities, based in Italy but operating in dozens of countries around the world. This case discusses the process of establishing a new subsidiary company inside Enel to lead the company towards digital transformation in eMobility.

Bosch: Scaling Large Company Innovation for Strategic Advantage

This case focuses on the Innovation Performance Management (IPM) methodology as a new approach whereby established and global companies, like Bosch, can use innovation to support strategic goals.

Amyris, Inc: Make good. No compromise.

Amyris has grown from a Silicon Valley startup to a global publicly-traded company who genetically programs yeast into chemicals used by more than 250 million consumers in over 2,000 brands. The company's path has included entering markets with new production solutions, learning how to lower risk through business partnerships, and expanding from B2B to B2C.

Innovation, Co-Creation, and Design Thinking: How Salesforce's Ignite Team Accelerates Enterprise Digital Transformation

From its inception, Salesforce, the cloud computing Customer Relationship Management (CRM) company, took a radically different approach to selling enterprise software than competitors such as Oracle and SAP.

Sproutel: How Design Roadmapping Helped Improve Children's Health & Guide a Growing Company

This case aims to introduce students to the 'design roadmapping' process that connects customer and user experience design with product and technology roadmapping to create an integrated plan for future growth and development.

Innovating Innovation @tk

This case shows how ThyssenKrupp (tk) has altered its innovation process in recent years. CEO Heinrich Hiesinger has brought in a former colleague from Siemens, Reinhold Achatz, to lead a transformation of the R&D function at the company.

Disruption in Detroit: Ford, Silicon Valley, and Beyond

This case focuses on the Ford Motor Company in Spring 2016 and how its then-CEO, Mark Fields, and his senior management team should best respond to several emerging disruptive technologies that will ultimately force the automaker to modify its current business model.

The Berkeley-Haas Case Series is a collection of business case studies written by Haas faculty. Our culture and vision at the Haas School of Business naturally offer distinctive qualities to the Series, filling a gap in existing case offerings by drawing upon lessons from UC Berkeley's rich history and prime location in the San Francisco Bay Area. We seek to publish cases that challenge conventional assumptions about business, science, culture, and politics.

Net Zero Climate Commitments: Realistic Goal or Branding Exercise?

The Future of Org1: In Invitae or Out?

UC Berkeley Chou Hall: Can the TRUE Zero Waste Team Overcome Challenges to Achieve Top Certification?

Carbon Capture, Utilization, and Storage: Separating Fact From Fiction

Michael Mikel on Burning Man's Past and Future

A new collection of business case studies from Berkeley Haas

The aim of the Berkeley Haas Case Series is to incite business innovation by clarifying disruptive trends and questioning the status quo.

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Looking for something specific?

To use UTL Library Search to find books of entrepreneurship case studies, enter "Entrepreneurship case studies" in the search field and select "Subject" from the "Any field" dropdown menu.

Or search these databases to find individual cases in digital format (articles):

Business Source Premier This link opens in a new window Search for a company or topic and select "Case study" under "Document type."
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Entrepreneurship Cases

Arthur Andersen Case Studies in Business Ethics Ninety case studies from1987-94 produced by the Carnegie Mellon Tepper School of Business in cooperation with 525 institutions including University of Toronto. Free.
The Asian Business Case Centre - Nanyang Technical University A collection of cases in Chinese and English focusing on Asian management and business experience. Searchable by topic or company. Free.
BCIC Business Case Library (archived link) Cases focused on IT, energy, and tech companies in British Columbia. Produced by BC Innovation Council. Free.
Canadian Agri-Food Policy Institute Cases on 13 Canadian companies including Ferrero, Lassonde, Maple Leaf Foods and PepsiCo Canada, produced by the CAPI and sponsored by Export Development Canada. Free.
Case Centre - Free Cases A distributor of over 50,000 cases on a variety of business topics including entrepreneurship produced by various institutions. Some electronic and paper cases are free and others are sold for a fee, with free teaching materials.
CasePlace - Aspen Institute (archived link) Over 800 entrepreneurship cases focusing on "social, environmental and ethical issues in business." Archived link.
Harvard Business School Cases - Entrepreneurship Cases on e.g. Google Glass and Andreessen Horowitz from Harvard Business Publishing. Educators can register for free access to cases and teaching materials; others are charged a fee. Note: Some older Harvard cases are available via Business Source Premier.
Ivey Publishing - Entrepreneurship Cases Over 2,800 entrepreneurship cases out of the Ivey Business School at the University of Western Ontario. Teaching notes also available. Paywall.
MIT Legatum Center for Development and Entrepreneurship Via the Case Center. Legatum Center case studies illuminate the thought processes of entrepreneurs, the challenges they face, and the solutions they devise as they develop their businesses. These cases are available without charge to help teachers, students, and aspiring entrepreneurs.
MIT Sloan School of Management Entrepreneurship cases available for free, includes teaching notes. Educators are asked to register.
National Center for Case Study Teaching in Science Science cases written by science faculty primarily from the U.S. and Canada, produced by the University at Buffalo. Free.
Rotman Gender and the Economy Case studies The Institute for Gender and the Economy (GATE) at the Rotman School of Management promotes an understanding of gender inequalities and how they can be remedied – by people of all genders – in the world of business and, more broadly, in the economy. Case studies can be filtered using tags including for entrepreneurship, and include high-profile Canadian founder cases.
Stanford Graduate School of Business - Case Studies Select "Entrepreneurship" under "Narrow your results>Additional topics."
The Times 100 Case Studies UK cases produced by the Times, searchable by topic, company, industry, or edition. Free.

Journals of Case Studies

Business Case Journal
IBIMA Business Review
International Journal of Case Studies in Management
Journal of Case Research in Business and Economics
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Entrepreneurship Case Studies

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A Note on Cost Reduction in Financially Troubled Organizations

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Kathy Korman
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September 11, 1995

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Chandra Sekhar Ramasastry
Srinivas Sridharan
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Malcolm Frank

August 20, 2001
Linda A. Cyr
January 18, 2000

Entrepreneurship Reading: Partnering with Venture Capitalists

Jeffrey J. Bussgang
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Harvard Business Review Entrepreneur's Handbook: Everything You Need to Launch and Grow Your New Business

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Learning from LeapFrog: Creating Educational and Business Value

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ING DIRECT, Teaching Note

James L. Heskett
May 18, 2004

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Entrepreneurship case studies

Entrepreneurship is at the root of business. Some entrepreneurs become so successful that their companies last long for 4-5 generations (and beyond), while some last for their generation. And many fail few years after taking off. Is there an equivalent of Level-5 Leadership (as propounded by Jim Collins) in entrepreneurship? No answers yet, though. IBSCDC�s case studies on entrepreneurship cover various topics connected with entrepreneurship � business models, business plans, entrepreneurial finance, founder-succession, social entrepreneurship, etc. The case studies enlisted here trigger your intuitive reasoning and question established wisdom. Come and explore what it takes to script a successful entrepreneurial venture. Read the interviews with experts that can enrich your learning from the case studies. View the videos on some highly successful entrepreneurs.

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Nick Negroponte
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The Body Shop Loreal
The Reliance Group
Thor Industries
Trump Hotel and Casino Resorts
Walgreen Co
WorldWater (Philippines) Inc.
Dominican Republic
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Case Questions

Smart phones are everywhere today. You probably have one nearby right now. However, access to landline phone service has not been complete for very long, and wireless service is not as widespread as many people might think. The first phone lines (landlines) connected Boston and Somerville, Massachusetts in 1877. The last town in the United States to receive landline service was Mink, Louisiana, a small community 100 miles south of Shreveport, which received landline service in early 2005. Check any major US wireless carrier, and its maps have gaps in service. Building networks of any kind takes planning, money, and time.

What are some similarities between an entrepreneur starting a new business in a new profession in a new market and a telephone service network?
How are the requirements for a telephone network infrastructure like those for a new entrepreneur?
What are some estimated costs, not necessarily monetary ones?
What are some benefits to an entrepreneur who enters a market with established networks?
How do established networks save the entrepreneur valuable money and time?
With limited resources, what criteria should an entrepreneur use to determine priorities of spending time, effort, and money in developing networks?
Does each criterion have equal weight? Why or why not?

The Internet Association (IA, https://internetassociation.org/) was founded in 2012 as a trade association devoted to Internet-based companies. Founding companies included Google , Amazon , eBay , and Facebook . These Internet-based companies founded this new trade group because they did not have a voice in Washington, DC, with respect to potential regulations and laws. The IA has synergy—more influence as a group than each company would have individually.

What prompted the formation of the IA?
Was it for marketing purposes?
Management support?
Industry advancement?
Regulatory influence?
What are some secondary purposes for the IA?
How might the original purpose of the organization shift as the industry matures?
Will small companies enjoy the same benefits of the larger founding organization?
Any new venture involves substantial risks and costs. How might a new Internet startup benefit from joining the IA?
How else do the large corporations benefit besides having a say in the political discussion in Washington, DC?
What time commitment should a new business make before expecting any positive return on investing time and money in a trade association?
If joining the IA requires a membership fee, what determinants should you use to place a value on the amount spent for dues?
What benefits of a trade association may be not easily linked to membership expenses?

In 1989, the new NFL owner of the Dallas Cowboys , Jerry Jones , fired the legendary coach Tom Landry and hired one of his former college football teammates, Jimmy Johnson , as the new head coach. Johnson faced the same problems that a new entrepreneur has: Who should be on my leadership team? What should be their responsibility? Out of twelve key coaching positions, Johnson kept only three coaches from Landry’s staff in the same positions and moved one coach to a different position. Within four years (1993), the Dallas Cowboys, under head coach Jimmy Johnson, won Super Bowl XXVII with six of the original coaches Johnson hired his first year still in the same positions.

How is a startup similar to an existing organization that needs to be turned around? How are they different?
What are some reasons to surround yourself with others instead of taking the attitude that “I can do it myself?”
For any leader, what are some reasons that skills in identifying and recruiting key people are more important than technical skills?

Every four years, the United States elects a president. Although the incumbent might be reelected, the United States is guaranteed to have a new president at least every eight years. On winning the election, the new president must identify candidates for cabinet positions. Some potential candidates decline the invitation and voluntarily withdraw themselves from consideration. Those who accept the invitation are put through an intensive screening process. The president then submits cabinet-level nominees to the US Senate for confirmation. As in any close group, recruiting and selecting individuals to join the presidential cabinet is critical for the president to achieve any objectives or goals.

What kind of experience is beneficial to members of a board of directors for a local performing arts group? Should they be experienced in industry? Government? Fundraising? Management? Marketing? The arts?
Besides experience, what other type of backgrounds should be considered? What about board members’ ages? Education? Gender? Residency? Financial Status? Connections to local or regional major employers?
What can a new entrepreneur learn from an executive director of a nonprofit about selecting candidates to build a winning team? How important is it that some candidates decline to join the board? How long should members be on the board?
How important is diversity in building a winning team? What skills must the entrepreneur perfect? What skills can be learned and developed later by the entrepreneur? Why is a variety of backgrounds, in the technical field and outside of the industry, important?
Who is the actual team leader? (1) Entrepreneur? (2) Strongest personality? (3) Smartest? (4) Most technically skilled? (5) Financier? (6) Most experienced in management?

Narciso Gómez has worked in the service department at an auto dealership for about twenty-five years and has served as the service manager for the past seven years. He is qualified for retirement through the dealership but wants to open his own business. He is looking at buying a franchise, either a Jiffy Lube quick oil-change franchise that is for sale or a new SuperGlass Windshield Repair franchise. Both are automotive service and repair related, where he has plenty of experience.

Besides his technical skills, what does Narciso need to consider before purchasing a franchise business?
How might the estimated volume of work required to generate enough sales to cover his financial obligations affect his decision?
The Jiffy Lube business model requires a four-bay facility. What does Narciso need to calculate in developing his business plan?
The SuperGlass Windshield Repair is an on-site repair model whereby the technicians drive to the vehicle’s location for work. What should Narciso’s main concerns be in developing a business plan for this business model?

Han Jia-ying was an office manager for a construction company until she decided to be a stay-at-home mother with her kids. Her former employer has called her to take over some administrative work at home, such as payroll processing, payroll tax filings, bookkeeping, and other general administrative work. Her employer has said that some of his customers probably could employ her for their general administrative tasks.

If she works from home, what type of scheduling issues does Jia-ying face? What might be some interruptions to her ability to meet specific deadlines, such as processing paychecks each week?
If Jia-ying needs additional help, what options does she have? Would she be wise to hire an employee or seek some support from someone else? Who might that be? What problems might Jia-ying encounter when seeking a nonregular employee?
Jia-ying will need new office equipment, including a new computer, a new scanner/printer, phone service, Internet connections, and so on. However, she is not tech savvy. How might she best manage working from home by herself, especially is something goes wrong or does not work?

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Case studies on entrepreneurship

Related Papers

SSRN Electronic Journal

Debbi D . Brock

Marcin Piątkowski

We would like to draw your attention to the 8th International Scientific Conference on "Advancing Research in Entrepreneurship in Global Context", which will take place in Krakow (Poland) on April 7-8, 2016. The conference is organized by: Centre for Strategic and International Entrepreneurship & Department of Entrepreneurship and Innovation of the Cracow University of Economics (Poland). Paper Submission: 1 December 2015 Notification of acceptance: 15 December 2015 Full papers: 6 January 2016 Conference dates: 7-8 April 2016 More information: http://www.conference.uek.krakow.pl/2016/index.html

Entrepreneurship journal rankings

Jerome Katz , Kimberly Boal

Journal of Business Venturing

Jerome Katz

Douglas Racionzer

The present study is based on the interaction of traditional media and judges. Traditional media are part of culture and near the heart of people of India. It is source of information and entertainment.The present study tries to understand the view of judges (district court) about traditional form of media, role of traditional form of media in their life, usage and impact. Judges play important and crucial role in Indian society. For the study 50 judges of Jaunpur district court is chosen using purposive sampling method. Extensive questionnaire is used to collect data from the judges which are later analyzed using percentage and graphical representation. Beside that personal interview is conducted to get the other information. The study shows though earlier traditional form of media has significance but now days it is losing importance.

bbramesha B , Pradeep Kavi

Three commercially available Management/Business related online full text databases i.e EBSCO BSC, ABI-Inform Complete from Proquest and Infotrac Management Collection from Gale-Cengage have been analysed in terms of coverage of information sources. The various parameters analysed among the 10 parameters include common periodicals (duplicate) between the databases, coverage in type of information sources indexed i.e Journals, Magazines, Theses & Dissertations, Case Studies, etc. The analysis gives a ‘inside view’ of the databases so that any institution wishing to subscribe to Business and Management related online full text databases will get useful information for decision making.

Journal of Business and Entrepreneurship

TODD A FINKLE

Research in compensation for faculty at universities is an understudied area. This study will contribute to our understanding of the trends in salaries for faculty in the areas of strategic management and entrepreneurship. Based on 325 AACSB schools of higher education in the United States from 2004-2015, the study examines three separate variables: sex, rank, and type of institution. The results of this study will be beneficial to both doctoral students, faculty, and administrators as they will get a better understanding of the trends that are occurring in the marketplace. A discussion of the findings and implications are examined.

The International Journal of Management Science and Information Technology

Ramona Cantaragiu

The paper aims to investigate multiple meanings and conceptualizations of social entrepreneurship in nonprofit, business and higher education sector. In the paper, the characteristics of university social entrepreneurship are investigated and the driving forces that determine the social entrepreneurial behavior of academic community members are discussed. Also, possible links between social responsibility and social entrepreneurship in higher education are addressed. The conceptual model that is proposed is based on a thorough review of the recent literature on academic entrepreneurship, social responsibility, and social entrepreneurship. Also, secondary data in the form of official reports and other relevant documents available on universities’ and public and non-governmental organizations’ websites have been scrutinized. The examination reveals that, generally, universities experiment with different models of entrepreneurship, both business and social. Our findings also suggest that universities which are society-oriented and driven by a social mission are more likely to transform into social entrepreneurial institutions than the others. The paper argues that a university with an entrepreneurial culture embedded in all organizational processes and institutionalized at all managerial levels tends to be more concerned with addressing current society problems or unsolved market needs. Our findings need to be further tested empirically in future researches.

Martha Eugenia Sañudo Velázquez

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The Impact of Entrepreneurship

In AACSB’s most recent Innovations That Inspire initiative, business schools outline their societal impact activities that align with their missions while addressing concerns in their local communities.
Schools described innovations such as a lecture series for Ukrainian refugees, an informational hub for Black business owners, and a program for Chinese entrepreneurs at the base of the pyramid.
Through such efforts, business schools are deploying their students’ talent and their faculty’s expertise in ways that lead to lasting real-world change.

Entrepreneurship can bring prosperity to families, communities, and whole nations. What can business schools do to bring entrepreneurship education to the groups that need it most?

That question was answered by a number of schools that participated in AACSB’s 2024 Innovations That Inspire initiative, which recognizes programs that will shape the future of business education. Through a sampling of just a few of their submissions, we show how entrepreneurship education targeted at specific populations can have profound societal impact and change the courses of many lives.

Training for Refugees

The ongoing war between Russia and Ukraine not only has killed more than 30,000 Ukrainians, but also has displaced millions of Ukrainian citizens. To provide aid to London-based refugees, the University College London (UCL) School of Management has launched The Next Generation of Entrepreneurs for Ukraine .

Through the free seven-week lecture series, participants gain the skills and knowledge they need to transform business ideas into viable ventures that will help rebuild their country once the war is over. The lecture series was selected by AACSB as a highlighted innovation for 2024.

The initiative came about after the UCL School of Management partnered with other academic institutions in the Academic Sanctuary Scheme to host visiting scholars from Ukrainian universities. The lecture series was developed by Nataliia Hrytsiuk, an associate professor from Lesya Ukrainka Volyn National University, who has researched the best practices in U.K. entrepreneurship. She presented her findings during the first seven lectures, which were held in October and November 2023. Other speakers included Ukrainian entrepreneurs and academics.

In addition to providing examples of successful startups in the U.K., lectures covered the art of forming teams, the tools needed to carry out competitive market analysis, and the strategy behind creating value propositions. At the end of the program, aspiring entrepreneurs could participate in a Pitch Day where finalists competed for monetary prizes.

All lectures were delivered in person and in Ukrainian to break down language and cultural barriers and to maximize networking opportunities. To make it easy for people to attend, events were held in the evening and offered free childcare.

Between lectures, participants received group and individual mentoring from Ukrainian entrepreneurs and UCL faculty. Participants also had access to workshops, UCL’s Innovation and Enterprise free office space, and a system that matched refugees with UCL entrepreneurs. To enhance networking opportunities, events were run with Level 39 , a European tech accelerator, and GenUK’s Ukraine program, which is aimed at female entrepreneurs. Students also could take complimentary English language lessons provided by a nongovernmental agency.

Participants who completed the program received certificates of attendance, gained access to GenUK’s Restart Ukraine program, and were eligible to apply to UCL’s Hatchery incubator to receive up to 24 months of support for their new businesses.

For the future, the school plans to offer the lecture series twice a year and is considering an online format to reach refugees outside of London. UCL will invite former participants to return as guest speakers and organize networking opportunities for previous and current participants. The school is considering replicating the program to aid people from other displaced communities.

A Spanish-Language Podcast

According to the U.S. Hispanic Chamber of Commerce , Latinos create businesses three times faster than any other group in the United States. Between 2007 and 2012, 86 percent of new small businesses in the U.S. were owned by Latinos. Yet Latino business owners have limited access to capital and other resources: Only 3 percent of America’s 4.7 million Hispanic-owned businesses have achieved more than 1 million USD in sales, and many Latinos lack reliable access to high-speed internet services.

One resource that could remove barriers for Latino entrepreneurs? Education. To meet this need, the Jack C. Massey College of Business at Belmont University in Nashville, Tennessee, created the Latino Emprendedor Podcast . (Emprendedor means “entrepreneur.”) Four podcasts were produced last year, and more are in the works.

The podcasts are delivered in Spanish by two co-hosts who have deep roots in both the business and the Latino communities. José González is an entrepreneur and an associate professor of entrepreneurship and management at Belmont College. He established a Nashville-based Spanish-language entrepreneurial training program called Negocio Próspero. Co-host Frank González is managing director of Crown Solutions Spanish at the global financial literacy ministry Crown Financial Ministries and has held roles with other organizations devoted to the development of Latin American leaders.

The two men discuss topics that include developing an entrepreneurial mindset, understanding the difference between an idea and an opportunity, launching a business, and dealing with failure. The goal of the podcasts is to empower listeners to solve problems, innovate their businesses, and create a positive impact on their surrounding communities.

A Platform for Black Entrepreneurs

COVID-19 had a devastating effect on many small businesses. In Canada, where a significant proportion of such enterprises are owned by Black entrepreneurs, the pandemic also shone a spotlight on an uncomfortable truth: Black business owners face systemic barriers that include discrimination, lack of access to capital and networks, and unconscious biases.

In response, the Federal Government of Canada has provided 400 million CAD (approximately 296 million USD) to fund the Black Entrepreneurship Program . One of the program’s three pillars is the Black Entrepreneurship Knowledge Hub (BEKH), a platform that brings together Black entrepreneurs, not-for-profit organizations, community organizations, academic institutions, and researchers.

Launched in December 2021, BEKH provides research and statistics about Black entrepreneurs, the businesses they are engaged in, and the resources they need to grow sustainably. This research can inform policies and programs aimed at promoting Black entrepreneurship.

BEKH is co-led by the Sprott School of Business at Carleton University in Ottawa, Ontario, and the Dream Legacy Foundation , a Toronto-based philanthropic organization that works with underrepresented groups. BEKH was selected by AACSB as a highlighted innovation for 2024.

The knowledge platform consists of a central hub supported by regional hubs across the country, each one headed by a postsecondary institution. The hubs work with community organizations, an advisory board, and a research advisory committee to prioritize the unique needs of various regions.

In its first year, BEKH established six regional hubs and research platforms, secured additional funding for development and growth, and initiated a community-led symposium for idea creation. It also actively engaged with community-serving organizations and national bodies, including Statistics Canada, the Business Development Bank of Canada, and Export Development Canada.

In the coming year, BEKH plans to undertake three large-scale national studies to create a better understanding of Black entrepreneurship in Canada. A quantitative study will produce numerical data around Black entrepreneurship; a qualitative study will generate personas that use storytelling techniques to explain the experiences of Black business owners; and an ecosystem mapping project will create a geographic map of Black entrepreneurs to foster visibility and promote connections. The goal is to create a more equitable business environment that enables Black entrepreneurs to thrive.

Education to Eradicate Poverty

The School of Management at Guangdong University of Technology in China is dedicated to achieving one of the key aims of the United Nations Sustainable Development Goals : ending poverty. To that end, in 2009, the school debuted a three-part responsible management education framework called “From Classrooms to Fields.”

One component of that framework is a focus on entrepreneurship at the base of the pyramid (BoP). While students are introduced to a variety of diverse entrepreneurship initiatives, they are encouraged to develop innovations that will serve BoP populations and keep people out of poverty.

One success story comes from Che Zhou. As a student in 2014, he explored ways to help herb farmers in the western mountainous areas of China. He set up an e-commerce trading platform that involves more than 3,000 herb providers, which accounts for 12 percent of the trading volume of bulk traditional Chinese herbs sold in the region. More than 50 students from the college have participated in this endeavor. Che Zhou’s efforts have resulted in an average income increase of 4,170 RMB (about 580 USD) for each of the participating farmers.

The School of Management aims to reduce poverty in two additional ways:

By weaving sustainable development principles into the curriculum. Students learn theories of social responsibility through required courses on sustainability and green e-commerce, modules on sustainable development that are included in other courses, and off-site opportunities to see sustainable development in action. Faculty are encouraged to develop sustainability-related cases, some of which are collected into national management case databases for other schools to use.
By motivating faculty and students to join charitable endeavors. Students must earn two credits by engaging in a minimum of 20 hours of philanthropic work per semester. They are encouraged to participate in the social responsibility activities of two student clubs, and faculty are urged to act as advisors to such organizations. In addition, the school provides monetary support to two primary schools in the remote mountainous region of Guangdong Province.

Through these efforts, the school encourages students to embrace social responsibility, blend commercial and societal interests, and create sustainable value.

Community Opportunities

Several business schools have created initiatives aimed at bringing entrepreneurship education to underserved populations in their own neighborhoods, and they described their efforts in submissions to this year’s Innovations That Inspire.

One example comes from the College of Business and Economics at Towson University in Baltimore, which has partnered with Cristo Rey Jesuit High School to teach basic entrepreneurship skills to financially disadvantaged ninth-graders. During the four-week Cristo Rey Leadership Foundations Program , young students learn the concepts of entrepreneurship and gain experience developing ventures designed to solve real-world problems.

Speakers include entrepreneurs who hail from Cristo Rey’s own community. In addition, student interns from the College of Business—some of them alums of Cristo Rey—act as mentors and guides for teams of high school students.

Since the program launched two years ago, 135 Cristo Rey students have been exposed to the world of entrepreneurship, and two have joined Towson’s StarTUp accelerator. The College of Business has received grant money from U.S.-based company State Farm Insurance to continue the program, and it has become a resource for other area high schools that want to replicate its model.

A second example comes from the Else School of Management at Millsaps College in Jackson, Mississippi. About 14 years ago, the school launched the ELSEWORKS entrepreneurship program, dedicated to revitalizing Midtown, a nearby socioeconomically challenged inner city community. Led by faculty, staff, and alumni, the program functions like a business consultancy to provide Midtown businesses with assistance in areas such as strategy, accounting, market research, and event planning.

Since 2011, Millsaps students have provided consulting services to two incubators in Midtown; helped develop two community gathering spaces—a coffee shop and a beer garden; secured funds for three Midtown businesses; organized a quarterly event for business owners; and provided other support. About 160 Millsaps students have served as ELSEWORKS business analysts and roughly 400 students have worked on classroom projects that provided solutions to Midtown businesses.

The impact has been measurable: According to a study conducted by ELSEWORKS students, the number of assets in the neighborhood—consisting of houses, businesses, and properties in suitable living conditions—increased by 74 percent over 10 years. At the same time, students have seen firsthand how community engagement links to economic development.

‘Entrepreneurship as Survival’

Anita Roddick, social entrepreneur and founder of The Body Shop, once said, “Nobody talks of entrepreneurship as survival, but that’s exactly what it is and what nurtures creative thinking.”

Today’s business schools—and the populations they serve through entrepreneurship education—would clearly agree.

All submissions to AACSB's Innovations That Inspire program are collected in DataDirect for members to explore for additional insights and inspiration.

entrepreneurship
innovations that inspire
societal impact

Indigenous Entrepreneurship in Southeast Asia pp 43–65 Cite as

Poverty and Indigenous Entrepreneurship: A Case Study of the Mah Meri People in Malaysia

Sharon G. M. Koh 6 ,
Audrey K. L. Siah 6 &
Andrei O. J. Kwok 6
First Online: 10 April 2024

Part of the book series: Palgrave Studies in Equity, Diversity, Inclusion, and Indigenization in Business ((PSEDIIB))

Poverty among the indigenous population is higher than national poverty figures. Their low literacy rate and lack of employable skills have prevented them from attaining sustainable livelihoods. Despite adverse circumstances, indigenous people manage to subsist independently by utilising scarce resources. This chapter offers an overview of the main inhibitors preventing indigenous groups from embarking on entrepreneurship to improve their livelihood. Using secondary data supplemented by field research conducted in the Mah Meri indigenous village in Malaysia, we explore the critical factors that serve as barriers to adopting indigenous entrepreneurship practices among the Mah Meri community. Three significant barriers that prevent the Mah Meri indigenous people from venturing into new entrepreneurial activities have been identified: their way of life, a lack of formal education, and a lack of skills and collateral for financing. The findings contribute to a better understanding of the role of indigenous entrepreneurship among vulnerable societies.

Indigenous entrepreneurship
Sustainable development goals 2030

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We acknowledge that the study is supported by Seed Grants B-7-18 and GA-MA-18-S01 from Monash University Malaysia.

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Koh, S.G.M., Siah, A.K.L., Kwok, A.O.J. (2024). Poverty and Indigenous Entrepreneurship: A Case Study of the Mah Meri People in Malaysia. In: Eijdenberg, E.L., K, T., Wang, P., Wong, C. (eds) Indigenous Entrepreneurship in Southeast Asia. Palgrave Studies in Equity, Diversity, Inclusion, and Indigenization in Business. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-54457-6_3

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These are the reasons why businesses are getting started in 2023, 29% of entrepreneurs say they wanted to be their own boss, 17% were dissatisfied with corporate life, 16% wanted to pursue their passion, and 12% say the opportunity presented itself. Entrepreneurship in India has witnessed a remarkable surge over the past few decades. With a burgeoning economy and a dynamic ecosystem, the country has produced a plethora of successful entrepreneurs and startups. In this article, we delve into the top 10 case studies on entrepreneurship in India, each offering unique insights, lessons, and inspiration for aspiring business leaders.

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Table of Content Top 10 Case Studies on Entrepreneurship in India

Top 10 Case Studies on Entrepreneurship in India

Flipkart: revolutionizing e-commerce.

Founders : Sachin Bansal and Binny Bansal

Year Founded : 2007

Source: Safalta

Key Takeaway : Customer focus and innovation can disrupt traditional industries and lead to exceptional growth.

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OYO: Disrupting the Hotel Industry

Founder : Ritesh Agarwal

Year Founded : 2013

Ritesh Agarwal's story is a prime example of young entrepreneurship in India. OYO, which began as a budget hotel aggregator, has expanded globally, becoming one of the world's largest hospitality chains. Ritesh's vision is backed by a robust technology platform, and streamlined and standardized hotel operations, offering affordable, quality stays.

Key Takeaway : Identifying a market gap and using technology to address it can lead to rapid business expansion.

Read more: Top 12 Examples of AI Case Studies in Content Marketing

Byju's: Changing the Face of Education

Founder : Byju Raveendran

Year Founded : 2011

Byju, the edtech unicorn, was born from Byju Raveendran's vision to make learning engaging and accessible. He built a unique platform offering interactive online classes for students across India. Byju's became one of the world's most valuable edtech companies, catering to millions of students.

Key Takeaway : Leveraging technology for education can create substantial opportunities and impact a wide audience.

Paytm: A Digital Payment Pioneer

Founder : Vijay Shekhar Sharma

Year Founded : 2010

Paytm, initially a mobile recharge and bill payment platform, became a pioneer in digital payments in India. Vijay Shekhar Sharma's journey from a small town in Uttar Pradesh to building a fintech empire is an inspiration. The company's success can be attributed to its innovative approach and the ability to adapt to evolving market needs.

Key Takeaway : Flexibility and adaptability are crucial in the ever-evolving fintech industry.

Zomato: From a Restaurant Guide to a Food Delivery Giant

Founders : Deepinder Goyal and Pankaj Chaddah

Year Founded : 2008

Zomato began as a restaurant discovery platform but swiftly evolved to include food delivery services. The founders, Deepinder Goyal and Pankaj Chaddah, navigated challenges like fierce competition and the logistical complexity of food delivery. Their ability to pivot and cater to diverse customer needs allowed them to expand globally.

Key Takeaway : Adapting to changing market demands and diversifying offerings can lead to substantial growth.

Related article: Top 10 Ways to Achieve Search Engine Optimization (SEO) Strategies

MakeMyTrip: Trailblazing in Online Travel

Founders : Deep Kalra

Year Founded : 2000

Deep Kalra founded MakeMyTrip at a time when e-commerce was in its nascent stage in India. Over the years, the company transformed the way Indians booked travel. With continuous innovation and expansion, MakeMyTrip is now a leading online travel company in the country.

Key Takeaway : Identifying an untapped niche and being a pioneer can result in long-term success.

Nykaa: Redefining Beauty Retail

Founder : Falguni Nayar

Year Founded : 2012

Falguni Nayar, a former investment banker, ventured into the beauty and cosmetics industry with Nykaa. The e-commerce platform revolutionized the beauty retail sector by offering a vast range of products, including both luxury and affordable brands. The company's success underscores the importance of understanding consumer preferences and delivering a seamless online shopping experience.

Key Takeaway : Customer-centricity and a diverse product range can lead to rapid growth in e-commerce.

Suggested: Nykaa Case Study on Digital Marketing Strategies 2023

Freshworks: SaaS Unicorn from India

Founders : Girish Mathrubootham and Shan Krishnasamy

Girish Mathrubootham and Shan Krishnasamy co-founded Freshworks with the aim of creating a customer engagement software company. The company's suite of SaaS products has gained global recognition. Their approach to building a robust software platform with a focus on customer satisfaction exemplifies their journey from a Chennai-based startup to a SaaS unicorn.

Key Takeaway : A strong product and customer-centric approach can drive international success in the SaaS industry.

Lenskart: Redefining Eyewear Retail

Founder : Peyush Bansal

Peyush Bansal recognized the need for a reliable and convenient way to purchase eyewear in India. Lenskart introduced an online platform for buying eyeglasses and contact lenses. By integrating technology, Lenskart streamlined the purchase process, offering a wide range of eyewear and personalized services.

Key Takeaway : Identifying gaps in the market and providing innovative solutions can create new business opportunities.

Rivigo: Revolutionizing Logistics

Founders : Deepak Garg

Year Founded : 2014

Deepak Garg's Rivigo introduced an innovative approach to logistics and transportation in India. Their relay model and tech-enabled trucking system optimized supply chain operations, reduced transit times, and enhanced efficiency. Rivigo's success in a traditional industry showcases the power of technology-driven solutions.

Key Takeaway : Applying technology to traditional sectors can lead to significant improvements and growth.

These 10 case studies on entrepreneurship in India provide a diverse range of success stories, demonstrating the versatility, resilience, and innovative spirit of Indian entrepreneurs. Each of these entrepreneurs identified market gaps, harnessed technology, and adapted to changing dynamics to build successful businesses. Their journeys serve as inspiration for aspiring entrepreneurs and underscore the limitless possibilities that await those willing to take risks and pursue their visions in the Indian business landscape.

What is entrepreneurship?

Who is an entrepreneur, what qualities make a successful entrepreneur, what is a business plan, and why is it important for entrepreneurship, what is "bootstrapping" in entrepreneurship, what is a business model.

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Entrepreneurship Case Studies
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by Rachel Layne. Many companies build their businesses on open source software, code that would cost firms $8.8 trillion to create from scratch if it weren't freely available. Research by Frank Nagle and colleagues puts a value on an economic necessity that will require investment to meet demand. 12 Mar 2024.
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Entrepreneurship is a risky but potentially rewarding endeavor. According to the online course Entrepreneurship Essentials, 50 percent of startups last five years, and just 25 percent survive 15. ... Why Learn from Case Studies? Reading about the trials, tribulations, decisions, and successes of other entrepreneurs is an effective way to gain ...
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Entrepreneurship & Innovation Group faculty take a multi-disciplinary lens to study these phenomena, which are vitally important for the global economy and deeply integrated into the fabric of Berkeley Haas and the Bay Area. Learn more. The Berkeley-Haas Case Series is a collection of business case studies written by Haas faculty.
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The case study documents the path taken by HorseFeathers Gifts' owners, showing exactly how the entrepreneurship reached the successful position that it currently holds. Based on the case studies available and a review of the literature, it is apparent that no other case studies like this one exist. Information for this case
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Columbia Caseworks : A selection of Columbia Entrepreneurship Cases. Case Centre : A distributor of over 50,000 cases on a variety of business topics including entrepreneurship produced by various institutions. Some electronic and some paper cases are free and others are sold for a fee, with free teaching materials.
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Entrepreneurship Browse entrepreneurship learning materials including case studies, simulations, and online courses. Introduce core concepts and real-world challenges to create memorable learning experiences for your students.
LibGuides: Nelson Center for Entrepreneurship: Case Studies
This database provides abstracts for Harvard Business Cases, and full text access to cases from other publishers. To locate full text cases: Click Advanced Search. Select the full text check box. Select "Case Study" from Publication Type. To locate case studies that may appear in other publications, but that are not indexed as such:
Entrepreneurship in the Digital Era: Case Studies, Approaches, and
This book provides empirical and conceptual papers and studies that tackle the challenges and opportunities for entrepreneurship in the digital era. It offers professionals, managers, researchers, lecturers, and students from the fields of entrepreneurship, innovation management, and business development valuable insight into the topic of ...
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Our mission is to improve educational access and learning for everyone. OpenStax is part of Rice University, which is a 501 (c) (3) nonprofit. Give today and help us reach more students. This free textbook is an OpenStax resource written to increase student access to high-quality, peer-reviewed learning materials.
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Ch. 12 Case Questions
Our mission is to improve educational access and learning for everyone. OpenStax is part of Rice University, which is a 501 (c) (3) nonprofit. Give today and help us reach more students. This free textbook is an OpenStax resource written to increase student access to high-quality, peer-reviewed learning materials.
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This study will contribute to our understanding of the trends in salaries for faculty in the areas of strategic management and entrepreneurship. Based on 325 AACSB schools of higher education in the United States from 2004-2015, the study examines three separate variables: sex, rank, and type of institution.
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