Case Study Analysis of Weborganic

Added on - 21 Apr 2020

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Running head:CASE STUDY ANALYSISCASE STUDY ANALYSIS -WEBORGANICName of the Student:Name of the University:Author’s Note:
1CASE STUDY ANALYSIS1.What is WebOrganic Blue Ocean Strategy? How does WebOrganic formulate andexecute its Blue Ocean Strategy?’Blue ocean strategy avoids cut-throat competition of a Red Ocean by venturinginto an untapped market free from rivals(Kim and Mauborgne 2017).In Hong Kong, thegovernment announced a support program for internet learning with tenure of 5 yearscalled “I Learn at Home” to enable the citizens to access and afford informationtechnology .WebOrganic and Net-Com rock n’ roll were the service providers who wonthe bid of the government and thus WebOrganic ventured into a Blue Ocean with onlyone competitor. The organization served students in 10 districts of Hong Kong.WebOrganic provided computer equipments, computer training, advisory services andinternet access which benefitted 522,000 students of Hong Kong and 85% families whodid not have access to internet previously. The concept of Bottom of the Pyramid is alsoapplied here (Chandrakala and Devaru 2013).WebOrganic had suppliers like Lenovo Group, Intel Corp and Microsoft Corp sothat best products like ThinkPad Notebooks could be provided in schools at half of theoriginal price. Parents could pay for three years with annual installments. WebOrganicentered into a partnership with PCCW Ltd and CSL ltd for broadband services andmobile internet services respectively. WebOrganic’s annual package plan providedinternet and computer services to customers at a cheaper at a cheaper rate than thecompetitors in marketplace. The bottom of pyramid in Hong Kong was the prime marketfor WebOrganic (Agnihotri 2013).WebOrganic aimed not to be an average commodity seller. In order to provide aholistic e-learning experience WebOrganic partnered with 11 social serviceorganizations which enabled WebOrganic to provide support to students and parents of14 service centers while Net-Com rock n’ roll provided services to eight service centers.WebOrganic was funded by companies like Google Inc. and Lenovo. WebOrganicserved the needs of an untouched market-the poor and destitute. This strategy helpedthe organization to secure a competitive advantage in the marketplace and this socialedge increased the bargaining power of WebOrganic over suppliers. It was hard forcompanies to locate the poor customer groups because these customer groups were
2CASE STUDY ANALYSISnot accessible through retail stores and direct selling. But WebOrganic enhanced theaccessibility towards these groups of customers and also helped other organizations toaccess young group of customers who could be long-term users in the long run. Forinstance, WebOrganic helped Apple to access the education market with this strategy.WebOrganic also ensured that its vendors were able to make gross profit. Thus, theBlue Ocean strategy was formulated and executed well by WebOrganic (hbr.org 2017).2. What is a Social Enterprise? What type of Social Enterprise is WebOrgnaic?A Social Enterprise utilizes commercial strategies to enhance social impact,improve well-being of humans and environment by ensuring profits for externalshareholders (Ridley-Duff and Bull 2015).The market opportunities of the group of poor customers were leveraged byWebOrganic by making use of value-added services and technology (Gupta 2013).Thegovernment of HongKong facilitated the access of WebOrganic to a student marketwhich was not accessible by most retailers. WebOrganic ensured that poor students didnot buy outdated computers from second-hand stores which would have adversepsychological impact on students. WebOrganic was an e-learning activist and wanted toenhance the e-learning experience of schools. The organization developed 10additional support centers, enriched its content support and designed a comprehensiveprogram which facilitated one-to-one computing in classroom (hbr.org 2017).WebOrganic established persuaded teachers of school to value e-learning. Theorganization provided tools of e-learning enhancement to 50 Seed Schools at a specialoffer by leveraging relationships with infrastructure partners. These schools received aholistic support for implementation of e-learning starting from cloud computing tobroadband support. Huang also enhanced value for students and teachers byintroducing Apple’s iPad as a learning tool. WebOrganic co-developed Tree SchoolProgram with Apple to implement one-to-one computing in classroom; WebOrganicpartnered with textbook publishers of HongKong-The Commercial Press, PearsonEducation and Oxford University Press and created virtual bookstores for students
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