a case study on entrepreneurship

• Program on Entrepreneurship
• Case Studies

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?

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

4 Entrepreneur Success Stories to Learn From

• 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.

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.

About the Author

• About   General Information Permissions Company Collaboration Case Competitions Best Case Award Press Releases Access Options Submission Guidelines

Berkeley Haas Case Series

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

Entrepreneurship

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.

Siemens Healthineers: A Digital Journey

Maersk: Driving Culture Change at a Century-Old Company to Achieve Measurable Results

Flourish Fi: Empowering Positive Money Habits

Just Climate: A New Investment Model?

Roche Pakistan

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.

Columbia University Libraries

Entrepreneurship: case studies.

• Market Research
• Company Research
• Costs & Funding
• Social Entrepreneurship
• Business Plans & Model Canvas
• Ideas & Pitches

What are Case Studies?

Entrepreneurship cases, journals of case studies.

• Patents & Trademarks

Case studies are usually short articles describing real-world business examples that illustrate a particular problem or principle in detail. There are many cases available online for free or for a fee, and you can also search the library catalogue and selected databases below.

Looking for something specific?

Search C  LIO for entrepreneurship case studies, enter Entrepreneurship--Case studies in the search field and select "Subject" from the dropdown menu.

Search Business Source Complete for a company or topic and select "Case study" under "Document type."

• 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.
• Harvard Business School Cases :  Educators can register for free access to cases and teaching materials; others are charged a fee. Narrow topic to "Entrepreneurship" to see relevant cases. Note: Some older Harvard Cases are available via Business Source Complete
• MIT Sloan School of Management :   Entrepreneurship cases are available for free, including teaching notes. Educators are asked to register.
• Business Case Journal
• IBIMA Business Review
• International Journal of Case Studies in Management
• International journal of Global Management Studies
• International Journal of Management Cases
• Journal of Case Studies
• Journal of Business Case Studies
• Journal of Marketing Research and Case Studies
• << Previous: Ideas & Pitches
• Next: Patents & Trademarks >>
• Last Updated: Jun 18, 2024 11:28 AM
• URL: https://guides.library.columbia.edu/entrepreneurship
• Donate Books or Items
• Suggestions & Feedback
• Report an E-Resource Problem
• The Bancroft Prizes
• Student Library Advisory Committee
• Jobs & Internships
• Behind the Scenes at Columbia's Libraries

Gerstein Science Information Centre

Entrepreneurship.

• Industry Information
• Public Company Information
• Private Company Information
• Health Data and Statistics
• Data Software Tools This link opens in a new window
• Pitches and Decks
• Pitch Competitions List
• Researching Your Business Model Canvas This link opens in a new window

Case Studies

• Free and Open Resources
• Patent Searching This link opens in a new window
• Creative Arts Funding & Grants
• Books, Journals, and Resources
• Planning a Creative Business
• Social Business Models and Planning
• Non-profit and Charity Research
• Resources for Social Entrepreneurs
• Impact Gaps Canvas
• Indigenous Entrepreneurship
• Social entrepreneurship at U of T
• Citing for startups
• Web Research Tips

Entrepreneurship Librarian

Case studies are usually short articles describing real-world business examples that illustrate a particular problem or principle in detail. There are many cases available online for free or for a fee, and you can also search the library catalogue and selected databases below.

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."
• CBCA Reference & Current Events This link opens in a new window Enter "entrepreneurship" or another topic of choice in the text field and check "Business case" under "Document type."

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
• Journal of Case Studies
• << Previous: Articles, Websites and Books
• Next: Free and Open Resources >>
• Last Updated: Mar 1, 2024 2:18 PM
• URL: https://guides.library.utoronto.ca/entrepreneurship

Library links

• Gerstein Home
• U of T Libraries Home
• Renew items and pay fines
• Library hours
• Contact Gerstein
• University of Toronto Libraries
• UT Mississauga Library
• UT Scarborough Library
• Information Commons
• All libraries

© University of Toronto . All rights reserved.

Connect with us

Smart. Open. Grounded. Inventive. Read our Ideas Made to Matter.

Which program is right for you?

Through intellectual rigor and experiential learning, this full-time, two-year MBA program develops leaders who make a difference in the world.

A rigorous, hands-on program that prepares adaptive problem solvers for premier finance careers.

A 12-month program focused on applying the tools of modern data science, optimization and machine learning to solve real-world business problems.

Earn your MBA and SM in engineering with this transformative two-year program.

Combine an international MBA with a deep dive into management science. A special opportunity for partner and affiliate schools only.

A doctoral program that produces outstanding scholars who are leading in their fields of research.

Bring a business perspective to your technical and quantitative expertise with a bachelor’s degree in management, business analytics, or finance.

A joint program for mid-career professionals that integrates engineering and systems thinking. Earn your master’s degree in engineering and management.

An interdisciplinary program that combines engineering, management, and design, leading to a master’s degree in engineering and management.

Executive Programs

A full-time MBA program for mid-career leaders eager to dedicate one year of discovery for a lifetime of impact.

This 20-month MBA program equips experienced executives to enhance their impact on their organizations and the world.

Non-degree programs for senior executives and high-potential managers.

A non-degree, customizable program for mid-career professionals.

Teaching Resources Library

Entrepreneurship Case Studies

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes

Center for Entrepreneurial Studies

• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Webinars
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events
• Search Fund Primer
• Teaching & Curriculum
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Faculty & Staff

The Center for Entrepreneurial Studies, founded in 1996, works to prepare effective, insightful entrepreneurial leaders and to enhance knowledge about entrepreneurship and innovation. Stanford GSB has a broad and varied expertise in entrepreneurship — a wide range of courses in entrepreneurship and innovation, engaging co-curricular learning options, and faculty research on innovation, startups, venture funding, and entrepreneurial ecosystems.

Entrepreneurial Education

Stanford GSB offers more than 50 different courses in entrepreneurship and innovation, taught by academic faculty, frequently in partnership with accomplished entrepreneurs and seasoned investors. Students also have access to dozens of entrepreneurial courses at other Stanford schools, enabling them to create a personalized curriculum to meet their learning goals.

• Startup Garage

Where student teams design and test new business concepts that address real-world needs Students at Stanford GSB have the unique opportunity to custom-tailor their curriculum, with over 60 courses in entrepreneurship and innovation to choose from.

• Formation of New Ventures

Stanford GSB offers students who want to undertake an entrepreneurial career by pursuing opportunities leading to ownership of a business. The course deals with case situations from the point of view of the entrepreneur rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components.

• Managing Growing Enterprises

Explore challenges faced by entrepreneurs as they rapidly scale a company. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.

Beyond the Classroom

Stanford GSB offers students many opportunities to extend their entrepreneurial learning outside the classroom. Co-curricular programs such as Stanford Venture Studio, entrepreneurial workshops, and the Entrepreneurial Summer Program create unique educational experiences to augment classroom learning.

Research & Thought Leadership

Stanford faculty conduct research on a wide set of entrepreneurial topics from the valuation of unicorn firms, to the impact of experienced entrepreneurs, to the unique challenges facing Latino and Black entrepreneurs in the United States.

U.S. Black-Owned Businesses: Pre-pandemic Trends & Challenges

This research brief leverages multiple datasets from the U.S. Census Bureau to provide a summary of the state of Black-owned businesses in the…

Search Fund Team Building Survey Selected Observations

The impact of covid-19 on latino-owned businesses.

On March 11, 2020, the World Health Organization declared COVID-19 a pandemic. Two weeks later, the Stanford Latino Entrepreneurship Initiative…

The Secrets of Highly Successful Young Entrepreneurs

Speak like a founder: how successful entrepreneurs communicate to their teams, doordash ceo tony xu on why obsession with detail matters, alumni entrepreneurs.

Alumni have found the entrepreneurial curriculum, programs, and community at Stanford GSB essential in developing their leadership skills. We invite you to hear the stories of some of those alumni.

Ricardo A. Navarro

After meeting in school, Cervantes and Livas teamed up to build a successful bakery chain around the idea that good food brings people together.

Entrepreneur Voices

CES was founded in 1996 through a visionary partnership of two Stanford GSB faculty, Charles A. Holloway and H. Irving Grousbeck , to address the need for greater understanding of issues facing entrepreneurs and the entrepreneurial community.

• Priorities for the GSB's Future
• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Class of 2024 Candidates
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Business Transformation
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2024 Awardees
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships and Prizes
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Get Involved
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• How You Will Learn
• Admission Events
• Personal Information
• GMAT, GRE & EA
• English Proficiency Tests
• Career Change
• Career Advancement
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• Videos, Code & Data
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Reading Materials
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study
• Founding Donors
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Program Contacts
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

Case Studies and Successful Entrepreneurial Ventures

Introduction to case studies in entrepreneurship.

Studying case studies of successful entrepreneurial ventures can provide valuable insights into the strategies, challenges, and lessons learned by real-world entrepreneurs. By examining these examples, aspiring entrepreneurs can gain a better understanding of what it takes to launch and grow a successful business.

Key Elements of Entrepreneurial Success

Identifying Market Opportunities : Successful entrepreneurs are skilled at identifying unmet needs or problems in the market and developing innovative solutions to address them.

Developing a Strong Business Model : A well-designed business model that clearly articulates the value proposition, target customers, revenue streams, and cost structure is essential for entrepreneurial success.

Building a Talented Team : Entrepreneurs who surround themselves with skilled, passionate, and complementary team members are better equipped to navigate the challenges of starting and growing a business.

Adapting to Change : Successful entrepreneurs are agile and able to pivot their strategies in response to changing market conditions, customer needs, or competitive landscapes.

Perseverance and Resilience : Entrepreneurship is often characterized by setbacks and failures. Successful entrepreneurs demonstrate perseverance and resilience in the face of adversity, learning from their mistakes and continuing to pursue their vision.

Case Study 1: Airbnb

Airbnb, founded by Brian Chesky, Joe Gebbia, and Nathan Blecharczyk in 2008, revolutionized the travel and hospitality industry by creating a platform that connects travelers with local hosts offering unique accommodations.

Key Lessons :

• Identifying a market need: Airbnb recognized the demand for affordable, unique travel experiences and created a platform to address this need.
• Leveraging technology: By developing a user-friendly platform that simplifies the booking process and facilitates trust between hosts and guests, Airbnb was able to scale rapidly.
• Building a strong brand: Airbnb's emphasis on authentic, local experiences and its "Belong Anywhere" motto helped create a strong brand identity and loyal customer base.

Case Study 2: Warby Parker

Warby Parker, founded by Neil Blumenthal, Andrew Hunt, David Gilboa, and Jeffrey Raider in 2010, disrupted the eyewear industry by offering stylish, affordable glasses online and through a home try-on program.

• Challenging industry norms: Warby Parker identified an opportunity to disrupt the traditional eyewear industry by offering a more convenient, affordable, and socially conscious alternative.
• Focusing on customer experience: By providing a seamless online shopping experience, home try-on program, and exceptional customer service, Warby Parker built a loyal customer base.
• Incorporating social responsibility: Warby Parker's "Buy a Pair, Give a Pair" program, which donates a pair of glasses for every pair sold, helped differentiate the brand and appeal to socially conscious consumers.

Case Study 3: Slack

Slack, founded by Stewart Butterfield, Eric Costello, Cal Henderson, and Serguei Mourachov in 2013, transformed workplace communication with its innovative messaging platform designed for teams and organizations.

• Solving a real problem: Slack addressed the challenges of effective team communication and collaboration, providing a more efficient alternative to email and traditional messaging tools.
• Focusing on user experience: Slack's intuitive interface, customizable features, and integrations with popular tools and services helped drive adoption and user satisfaction.
• Leveraging word-of-mouth marketing: By offering a free version of its platform and encouraging users to invite their colleagues, Slack was able to grow rapidly through viral word-of-mouth marketing.

Common Questions and Answers

What can entrepreneurs learn from studying case studies of successful ventures?

Studying case studies of successful entrepreneurial ventures can provide valuable insights into the strategies, challenges, and lessons learned by real-world entrepreneurs. By examining these examples, aspiring entrepreneurs can gain a better understanding of what it takes to identify market opportunities, develop strong business models, build talented teams, adapt to change, and persevere in the face of adversity.

How can entrepreneurs apply the lessons learned from case studies to their own ventures?

Entrepreneurs can apply the lessons learned from case studies by critically analyzing the strategies and tactics employed by successful ventures and adapting them to their own unique contexts. This may involve identifying similar market opportunities, developing innovative solutions to customer problems, focusing on user experience and customer satisfaction, leveraging technology to scale their businesses, and incorporating social responsibility into their business models.

What are some common challenges faced by successful entrepreneurs, as highlighted in case studies?

Case studies of successful entrepreneurial ventures often highlight common challenges such as navigating competitive landscapes, securing funding and resources, attracting and retaining talented team members, adapting to changing market conditions, and overcoming setbacks and failures. By studying how successful entrepreneurs have addressed these challenges, aspiring entrepreneurs can develop strategies and resilience to overcome similar obstacles in their own ventures.

Studying case studies of successful entrepreneurial ventures is a valuable way for aspiring entrepreneurs to learn from real-world examples and gain insights into the strategies, challenges, and lessons learned by successful entrepreneurs. By examining cases like Airbnb, Warby Parker, and Slack, entrepreneurs can identify key elements of entrepreneurial success, such as identifying market opportunities, developing strong business models, building talented teams, adapting to change, and persevering in the face of adversity. By applying these lessons to their own ventures, entrepreneurs can increase their chances of success and make a meaningful impact in their industries and communities.

Entrepreneurial Failure and Lessons Learned

Social entrepreneurship and impact investing, family businesses and succession planning, entrepreneurship and innovation, entrepreneurial ecosystem and support networks, pitching and presenting the business plan.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.

Block quote

Ordered list

Unordered list

Superscript

Entrepreneurship in the Digital Era

Case Studies, Approaches, and Tools for Ecosystems, Business Models, and Technologies

• © 2023
• Daniel Schallmo   ORCID: https://orcid.org/0000-0002-4221-001X 0 ,
• Jens Pätzmann 1 ,
• Thomas Clauß   ORCID: https://orcid.org/0000-0001-7799-6369 2

Neu-Ulm University of Applied Sciences, Neu-Ulm, Germany

You can also search for this editor in PubMed   Google Scholar

Witten/Herdecke University, Witten, Germany

• Provides latest insights from researchers and practitioners on digital entrepreneurship
• Considers environmental factors on entrepreneurship comprehensively
• Includes perspectives from several industries

Part of the book series: Management for Professionals (MANAGPROF)

2947 Accesses

2 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this book

• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

About this book

Changes in the environment such as trends, drivers, and influencing factors affect entrepreneurship and intrapreneurship in several ways. The changes of the environmental factors in several dimensions such as political, economic, socio-cultural, technological, ecological, and legal. On the one hand, the environmental changes include risk for existing business models. On the other hand, they include opportunities for new business models, entrepreneurship, intrapreneurship, and new insights in marketing.

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 entrepreneurship in times of digitalization.

• Digital Entrepreneurship
• Entrepreneurial Ecosystem
• Digital Transformation
• Case Studies
• Strategic Planning

Table of contents (10 chapters)

Front matter, clarifying the field of digital entrepreneurship: systematic literature review with bibliometric methods.

• Antonia Schulz, Daniel Schallmo

Strategic Entrepreneurship in the Digital Era

• Ralf T. Kreutzer

Digital Entrepreneurial Opportunities in a 4.0 World: A Roadmap for Data-Driven Entrepreneurs

• Tal Berman, Daniel Schallmo, Christopher A. Williams

Entrepreneurial Dynamic Capabilities Along the Value Chain: Evaluation of Case Studies

• Christoph Haag, Theresa Marie Wobbe

Self-Employed Entrepreneurs’ Digital Mindset

• Claus Andreas Gram Foss Rosenstand, Thomas Duus Henriksen

Use of Corporate Venturing Tools in Manufacturing Industry: A Systematic Literature Review

• Stephan Nebauer, Peter Schrader, Erwin Gross, Thomas Bauernhansl

Logo Creation with Archetypes: Using Archetypical Shapes to Design Brand-Compliant Logos for Start-Ups

• Sophie Steinecke, Jens U. Pätzmann

Archetypes and Colours: Findings of a Quantitative Study and Their Relevance for Start-Up Brands

• Jens U. Pätzmann, Claudius Kübler

Classification of Born-Global Firms: The Case of Japanese High-Tech Startups

• Saki Otomo, Shuichi Ishida, Mariko Yang-Yoshihara

Supporting Lean Startup Methodology in Three Finnish Micro-Sized Enterprises

• Sami Jantunen, Helena Merikoski, Timo Partala, Niina Rantakari, Teija Rautiainen

Editors and Affiliations

Daniel Schallmo, Jens Pätzmann

Thomas Clauß

About the editors

Daniel Schallmo is Full Professor and Director of the Institute for Entrepreneurship at Neu-Ulm University of Applied Sciences in Germany. In the context of digitization, his work and research focuses on business model innovation, entrepreneurship, measuring digital maturity, developing digital strategies, the digital transformation of business models, and implementing digital initiatives.

Jens Pätzmann is Full Professor and Director of the Institute for Entrepreneurship at Neu-Ulm University of Applied Sciences in Germany. He teaches marketing, branding, and strategy for startups and conducts research in the field of social psychology and cultural anthropology in connection to archetypes and branding.

Thomas Clauß is Full Professor and Chair in Corporate Entrepreneurship and Digitalization in Family Business at the Witten/Herdecke University in Germany. He researches business model innovation, interorganizational governance, and digitization in family firms

Bibliographic Information

Book Title : Entrepreneurship in the Digital Era

Book Subtitle : Case Studies, Approaches, and Tools for Ecosystems, Business Models, and Technologies

Editors : Daniel Schallmo, Jens Pätzmann, Thomas Clauß

Series Title : Management for Professionals

DOI : https://doi.org/10.1007/978-3-031-43188-3

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023

Hardcover ISBN : 978-3-031-43187-6 Published: 17 November 2023

Softcover ISBN : 978-3-031-43190-6 Due: 18 December 2023

eBook ISBN : 978-3-031-43188-3 Published: 16 November 2023

Series ISSN : 2192-8096

Series E-ISSN : 2192-810X

Edition Number : 1

Number of Pages : XI, 208

Number of Illustrations : 63 b/w illustrations

Topics : Entrepreneurship , IT in Business , Industrial Organization

• Publish with us

Policies and ethics

• Find a journal
• Track your research

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Entrepreneurship

• Business and society
• Business management
• Finance and investing
• Health and behavioral science

How Private Equity Firms Infuse a Positive Attitude

• Orit Gadiesh & Hugh MacArthur
• April 10, 2008

My First, Failed Foray into Venture Investing

• Whitney Johnson
• March 21, 2011

This Program Uses Lean Startup Techniques to Turn Scientists into Entrepreneurs

• Greg Satell
• March 07, 2017

Groupon Doomed by Too Much of a Good Thing

• Rob Wheeler
• August 16, 2011

How Chronic-Disease Patients Are Innovating Together Online

• Susannah Fox
• April 09, 2020

Institutional Investors Must Help Close the Race and Gender Gaps in Venture Capital

• Ilene H. Lang
• Reggie Van Lee
• August 27, 2020

Can You Balance a Startup and a Baby?

• David Silverman
• December 08, 2008

The Role of Private Equity in Driving Up Health Care Prices

• Lovisa Gustafsson
• Shanoor Seervai
• David Blumenthal
• October 29, 2019

The "Older" Entrepreneur's Secret Weapon

• Jules Pieri
• February 19, 2014

Blue Oceans in Outer Space

• Curt Nickisch
• From the May–June 2023 Issue

Turkey Badly Needs a Long-Term Plan for Syrian Refugees

• Gunes A. Asik
• April 13, 2017

It Takes Purpose to Become a Billionaire

• Anthony K. Tjan
• September 10, 2013

How Can India Unleash Its Entrepreneurs?

• Navi Radjou
• November 11, 2009

Why Innovation Labs Fail, and How to Ensure Yours Doesn’t

• Simone Bhan Ahuja
• July 22, 2019

Bootstrap Finance: The Art of Start-ups

• From the November–December 1992 Issue

The One Thing VCs Could Do Immediately to Increase Returns

• Nilofer Merchant
• September 13, 2013

VC Larry Cheng on What Makes a Great Entrepreneur

• December 07, 2009

Start-ups Have Office Politics, Too

• David Frankel
• June 09, 2014

The Founder's Dilemma

• Noam Wasserman
• From the February 2008 Issue

What Drones and Crop Dusters Can Teach About Minimum Viable Product

• Steve Blank

Sonoma Raceway's Strategic Reset: Adapting to Major Shifts in the Motor Racing World

• George Foster
• Michael Cruickshank
• Gerzain Gutierrez
• October 26, 2020

Chateau d'Agel (A): From Concept to Deal

• Benoit Leleux
• Isabelle Pigeaux
• February 11, 2008

Tech with a Side of Pizza: How Dominos Rose to the Top

• Boris Groysberg
• Sarah L. Abbott
• Susan Seligson
• January 05, 2021

VC Journey Vignette (A): Board Formation and Onboarding

• Jeffrey J. Bussgang
• Jackie Grant
• June 09, 2024

Reinvent Your Business Model: How to Seize the White Space for Transformative Growth

• Mark W. Johnson
• July 10, 2018

What's the Big Idea? (B)

• Clayton M. Christensen
• September 15, 2005

MINTing Innovation at NewYork-Presbyterian (B)

• Richard G. Hamermesh
• Michael Norris
• June 10, 2015

Frank Addante, Serial Entrepreneur

• September 10, 2008

OnStar: Not Your Father's General Motors

• September 01, 2009

Lessons from Private Equity Any Company Can Use

• Orit Gadiesh
• Hugh MacArthur
• February 07, 2008

Double Vision: Making Eye Care Accessible through Cross-Subsidization

• Ridhima Aggarwal
• Stephen E. Chick
• April 24, 2015

Teuer Furniture (B): Multiples Valuation

• Mitchell A. Petersen
• May 30, 2014

Kristen's Cookie Co. (A) (Abridged)

• Roger E. Bohn
• Janice H. Hammond
• July 12, 2007

XYZ Corporation and Corporate Entrepreneurship

• S. Venkataraman
• February 09, 2006

Body Shop International

• Christopher A. Bartlett
• Kenton W. Elderkin
• Krista McQuade
• November 13, 1991

Airbnb, Etsy, Uber: Acquiring the First Thousand Customers

• Thales S. Teixeira
• Morgan Brown
• May 25, 2016

The Redevelopment of Palazzo Tornabuoni (A)

• Arthur I Segel
• Ricardo Andrade
• June 15, 2016

Napalm: From Soldiers Field to Trang Bang

• Tom Nicholas
• Jonas Peter Akins
• November 18, 2014

ATH Technologies (A): Making the Numbers

• Robert Simons
• Jennifer Packard
• May 18, 2017

Unified Dental Care

• David Dodson
• Mitchel Scott
• September 09, 2020

What Makes The Bombay Canteen India's Most Beloved Restaurant

• Vasundhara Sawhney
• February 20, 2020

Why Your Startup Won't Last

• Ranjay Gulati
• December 16, 2019

Why Aspiring CEOs Should Consider Acquisition Entrepreneurship

• David Schonthal
• January 27, 2020

Popular Topics

Partner center.

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?

As an Amazon Associate we earn from qualifying purchases.

This book may not be used in the training of large language models or otherwise be ingested into large language models or generative AI offerings without OpenStax's permission.

Want to cite, share, or modify this book? This book uses the Creative Commons Attribution License and you must attribute OpenStax.

Access for free at https://openstax.org/books/entrepreneurship/pages/1-introduction

• Authors: Michael Laverty, Chris Littel
• Publisher/website: OpenStax
• Book title: Entrepreneurship
• Publication date: Jan 16, 2020
• Location: Houston, Texas
• Book URL: https://openstax.org/books/entrepreneurship/pages/1-introduction
• Section URL: https://openstax.org/books/entrepreneurship/pages/12-case-questions

© Jan 4, 2024 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.

• Langson Library
• Science Library
• Grunigen Medical Library
• Law Library
• Connect From Off-Campus
• Accessibility
• Gateway Study Center

Email this link

Entrepreneurship.

• Articles, Journals, & Cases
• Industry & Market Reports
• Market Size & Share
• Ratios, Averages, & Benchmarks
• Top 5 Ethical Research Guidelines
• Research Methods & Sample Size
• Customer Discovery
• Top 5 Survey Tips
• Primary Research Tools
• How-To eBooks
• Profiles & Overviews
• Lists of Companies
• NAICS / SIC Codes
• Company Strategy and M&A
• Supply Chain
• People & Contacts
• Funding Databases
• Funding Opportunities
• Books on Business Models, Plans, & Structures
• Examples & Templates
• Financial Modeling
• Patent Basics
• Patent Searching
• Trademark Basics
• Trademark Searching
• Copyright Basics & Searching
• Medical Devices
• Healthcare & Biotechnology
• Engineering
• IT & Technology
• Metaverse / AR / VR
• Ideation Resources
• Pitch Deck Resources
• New Venture Competition
• Entrepreneurship @ UCI

Access requires an active UCInetID and password.

Responsible use

• Usage policy & guidance
• How to connect from off-campus
• Test my UCI connection
• Common VPN issues
• Connecting FAQs

Databases for academic articles

• Journal search
• Browse with BrowZine
• I&E journals

Explore the UCI Libraries' journals with  BrowZine !

BrowZine is a current awareness service to help you keep up with the latest research in your field. You can use it on the web, through a mobile app, or both as it syncs your account across all devices. Available to users with an active UCInetID.

Below is a selection of innovation and entrepreneurship-related journals available from the UCI Libraries.

Case studies

• Search for cases
• Harvard Business Cases

• Search "case study"  (with quotation marks).
• On the results page, select Videos  under Browse format.
• Use the Publishers filter to select  O'Reilly Media, Inc.  and select Apply.
• Business Case Journal
• Journal of Case Research
• Asian Case Research Journal

To protect its revenue, Harvard requires that each person buys a license for any  Case ,  Module , or  Curriculum Article  they want to read, so the UCI Libraries are prohibited from purchasing and sharing these materials. You must  buy your own copy  of these materials, or use course packets (if available). The News tab links to the Harvard Business Review Magazine. Users may freely access magazine articles.

• << Previous: Books
• Next: Industry & Market Research >>
• Last Updated: Jun 26, 2024 3:29 PM
• URL: https://guides.lib.uci.edu/entrepreneurship

Off-campus? Please use the Software VPN and choose the group UCIFull to access licensed content. For more information, please Click here

Software VPN is not available for guests, so they may not have access to some content when connecting from off-campus.

Case Studies in Entrepreneurship

• Download PDF
• Entrepreneurship
• Teaching Methods in Business and Management

• [185.66.15.189]
• 185.66.15.189

Character limit 500 /500

Case Studies in Business Management, Entrepreneurship Case Studies

Ibs ® case development centre, asia-pacific's largest repository of management case studies, mba course case maps.

• Business Models
• Blue Ocean Strategy
• Competition & Strategy ⁄ Competitive Strategies
• Core Competency & Competitive Advantage
• Corporate Strategy
• Corporate Transformation
• Diversification Strategies
• Going Global & Managing Global Businesses
• Growth Strategies
• Industry Analysis
• Managing In Troubled Times ⁄ Managing a Crisis ⁄ Product Recalls
• Market Entry Strategies
• Mergers, Acquisitions & Takeovers
• Product Recalls
• Restructuring / Turnaround Strategies
• Strategic Alliances, Collaboration & Joint Ventures
• Supply Chain Management
• Value Chain Analysis
• Vision, Mission & Goals
• Global Retailers
• Indian Retailing
• Brands & Branding and Private Labels
• Brand ⁄ Marketing Communication Strategies and Advertising & Promotional Strategies
• Consumer Behaviour
• Customer Relationship Management (CRM)
• Marketing Research
• Marketing Strategies ⁄ Strategic Marketing
• Positioning, Repositioning, Reverse Positioning Strategies
• Sales & Distribution
• Services Marketing
• Economic Crisis
• Fiscal Policy
• Government & Business Environment
• Macroeconomics
• Micro ⁄ Business ⁄ Managerial Economics
• Monetary Policy
• Public-Private Partnership
• Entrepreneurship
• Family Businesses
• Social Entrepreneurship
• Financial Management & Corporate Finance
• Investment & Banking
• Business Research Methods
• Operations & Project Management
• Operations Management
• Quantitative Methods
• Leadership,Organizational Change & CEOs
• Succession Planning
• Corporate Governance & Business Ethics
• Corporate Social Responsibility
• International Trade & Finance
• HRM ⁄ Organizational Behaviour
• Innovation & New Product Development
• Social Networking
• China-related Cases
• India-related Cases
• Women Executives ⁄ CEO's
• Effective Executive Interviews
• Video Interviews

Executive Brief

• Movie Based Case Studies
• Case Catalogues
• Case studies in Other Languages
• Multimedia Case Studies
• Textbook Adoptions
• Customized Categories
• Free Case Studies
• Faculty Zone
• Student Zone

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.

Browse Entrepreneurship Case Studies By

Sub-Categories

• Aircraft & Ship Building
• Automobiles
• Building Materials & Construction Equipment
• Engineering, Electrical & Electronics
• Food, Diary & Agriculture Products
• Home Appliances & Personal Care Products
• Minerals, Metals & Mining
• Advertising
• Banking, Insurance & Financial Services
• Entertainment
• Health Care
• IT and ITES
• Sports & Sports Related
• Telecommunications
• Transportation
• General Business

Companies & Organizations

• Aravind Eye Hospitals
• Bank Rakyat Indonesia
• Bill and Melinda Gates Foundation
• Elite Model Management
• General Maritime Corporation
• Godrej Group
• Grameen Bank
• Mahindra and Mahindra
• Martha Stewart
• McGraw-Hill
• Mittal Steel
• Nick Negroponte
• Population Services International
• Silicon Fen
• SKS Microfinance Pvt. Ltd
• The Body Shop Loreal
• The Reliance Group
• Thor Industries
• Trump Hotel and Casino Resorts
• Walgreen Co
• WorldWater (Philippines) Inc.
• Dominican Republic
• Netherlands
• North America
• Saudi Arabia
• South Africa
• South Korea
• United Kingdom
• United Arab Emirates
• United States

Recently Bought Case Studies

• Baby Milk Powder Contamination at China�s Sanlu: Violation of Business Ethics
• Corporate Frauds: India Inc.�s Response
• Tata Consultancy Services: Managing Liquidity Risk
• SSS�s Experiment: Choosing an Appropriate Research Design
• Differentiating Services: Yatra.com�s �Click and Mortar�Model
• Wedding Services Business in India: Led by Entrepreneurs
• Shinsei Bank - A Turnaround
• Accenture�s Grand Vision: �Corporate America�s Superstar Maker�
• Tata Group�s Strategy: Ratan Tata�s Vision
• MindTree Consulting: Designing and Delivering its Mission and Vision
• Coca-Cola in India: Innovative Distribution Strategies with 'RED' Approach
• IndiGo�s Low-Cost Carrier Operating Model: Flying High in Turbulent Skies
• Evaluation of GMR Hyderabad International Airport Limited (GHIAL)
• Ambuja Cements: Weighted Average Cost of Capital
• Walmart-Bharti Retail Alliance in India: The Best Way Forward?
• Exploring Primary and Secondary Data: Lessons to Learn
• Global Inflationary Trends: Raising Pressure on Central Banks
• Performance Management System@TCS
• Violet Home Theater System: A Sound Innovation

New Case Studies In Entrepreneurship

• MyGate at the Gate: Digitizing Apartment Security in India
• Peepoo Bags: Sanitation for the Bottom of the Pyramid
• DesiCrew Solutions Pvt. Ltd.�s Reverse Migration Model: Going Rural with Socially Relevant BPO
• Rural Opportunities Production Enterprise (ROPE) International: Success With Social Entrepreneurship?
• International Development Enterprise India's (IDEI) Affordable Irrigation Technology: Making a Big Social Impact?
• India's Apollo Tyres (A): The Family-Run Firm's Global Fortunes
• BurgerMan's Low-Cost Franchisee Model: Kiosks Lead the Way
• Azaad Bazaar, India's First LGBT Online Store: When Will Its Bazaar Have 'Azaad'?
• Coca-Cola's Manual Distribution Centers in Africa: An Inclusive Business Model
• Oprah Winfrey's 'Celebrity Brand": Will It Work Wonders for ' The Oprah Winfrey Network'?

Best Selling Case Studies In Entrepreneurship

• Mahindra & Mahindra (A): Transformation of an Indian Family Business into a globaly Competitive Firm
• Micro Finance: A Case of Grameen Bank, Bangladesh
• Laxmi Nivas Mittal- from obscurity to opulence
• Elite Model Management (NY): From Beauty to Bankruptcy
• Peter Georgiopoulos
• The Reliance Group Split-up: What Went Wrong with the Indian Conglomerate?
• Ronda �Water Management� Experiment�WorldWater (Philippines) Inc.
• Vijay Mallya, the Indian Business Baron: A �Bon Vivant� Entrepreneur?
• Aravind Eye Hospitals: A Case in Social Entrepreneurship

Video Inerviews

Case studies on.

• View all Casebooks »

Course Case Mapping For

• View All Course Casemaps »
• View all Video Interviews »
• Executive Briefs
• Executive Inerviews
• View all Executive Briefs »

Executive Interviews

• View All Executive Interviews »

Contact us: IBS Case Development Centre (IBSCDC), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad-501203, Telangana, INDIA. Mob: +91- 9640901313, E-mail: [email protected]

How Intrapreneurship Accelerates Organizations: 4 Case Studies

Fostering an intrapreneurial culture can reap long-lasting rewards for your business, what is intrapreneurship.

Intrapreneurship is a people-centric approach to developing an entrepreneurial culture . Unlike entrepreneurs, intrapreneurs are actual employees who work with an existing company’s resources to achieve corporate innovation.

While the term “intrapreneurship” has a debatable history, it was first coined by Gifford Pinchot III and Elizabeth Pinchot in their published paper “Intra-Corporate Entrepreneurship” in 1978 and used again in their 1985 book “Intrapreneuring”. The term is a portmanteau of the words “inside” and “entrepreneur”.

Intrapreneurs are not building ventures from scratch, nor are they investing their own money into businesses. Instead, these people use an entrepreneurial mindset to develop innovative products and ideas that benefit the companies they’re working for.

Intrapreneurship can be achieved in 2 ways:

• Experimenting with new lines of business through investment in new internal ideas
• Instilling an entrepreneurial approach to strategy and execution into existing business lines

Why intrapreneurship accelerates growth

Companies that embrace innovation while optimizing existing products see lasting growth and profitability. A powerful yet simple approach to achieving innovation is capitalizing on the most important resource within your company: your people.

Research shows that intrapreneurship elevates both productivity scores and employee engagement . This is especially true for those employees who are more motivated by rewards as opposed to punishment. (As you might expect, employees that have a cautious and risk-averse mindset generally do not make good intrapreneurs.)

Why it’s hard to achieve

Intrapreneurship runs the risk of pinning all hope on a “genius who can save the day” which results in unpredictability of results and returns. This in turn can make it hard to champion intrapreneurship again in the future in front of boards and execs.

Furthermore, intrapreneurship isn’t as perfect a fit for all industries, especially where capital requirements and regulatory burdens are high. Some industries like aerospace and energy may face headwinds simply because the investment into internal startups must be more significant to generate data and measurable returns—and usually without the typical funding channels available to the rest of the business.

Intrapreneurial projects are also different from a traditional startup that is usually based on a blank canvas. As Bill Aulet, director of the Martin Trust Center for MIT Entrepreneurship puts it, startups are generally worry-free compared to larger companies. When you’re operating an enterprise, there’s already “a lot of paint on the canvas”.

An established business like this has several products, revenues, staff, processes, and an organizational structure—all those things that a startup is still trying to obtain—which can be both an enabler and a decelerant.

As startups mature, staying flexible and avoiding rigidity becomes harder. An entrepreneur has nothing to lose, but when you’re part of a bigger business you just don’t have that much freedom anymore due to potential threats and risks. Maintaining a balance in cases like these is crucial.

The right way to do intrapreneurship

Companies leveraging intrapreneurship the most fully tend to have 4 traits :

• They embrace uncertainty
• They assemble the right team and resources around intrapreneurs
• They reward agility and incremental proof
• They widely explore new customer needs and segments

Let's explore 4 companies that have had stellar results from intrapreneurship.

Case study 1: Amazon Web Services

Amazon Web Services (AWS) is a global cloud computing service provider. The story of how AWS became the workhorse of the cloud computing industry, now standing next to such giants as IBM, Microsoft, and Google, is fascinating, to say the least.

According to Andy Jassy, AWS leader and SVP , no “ah-ha” moment lead Amazon, then an online bookseller, to become a game-changing force in the technology market. Instead, the idea to expand gradually emerged out of the company’s frustration with its ability to support existing customers, and launch projects.

Amazon stumbled upon the concept of AWS while trying to solve a recurring need for faster technology deployments. The reason for this was the company’s focus on delivering better experiences both internally and for its partners. 

The AWS team soon started as an intrapreneurial venture within Amazon. After some time, the company began to look seriously at what this branch of business would look like in the long term. Amazon’s early-stage startup questions included:

• Is there a market need for a better solution?
• Do we have the competency to provide a successful product?
• Is the space large enough to become part of the business?
• Do we have a differentiated approach?

The answer to all of these was a solid yes. AWS was launched in 2006 and soon manifested itself as a disruptive approach to cloud computing development.

Case study 2: PlayStation

PlayStation is a captivating story of a successful product creation launched by Sony’s intrapreneur Ken Kutaragi.

Ken joined Sony in Japan in 1975. He was working as an electrical engineer at Sony sound labs when he bought his daughter a Nintendo game console. As his daughter played games, he noticed that the quality of the sound was sub-par. Ken figured that a digital chip dedicated to sound would drastically improve the quality of the gaming system. 

Long story short, he started working as an outside consultant for Nintendo while keeping his day job at Sony. Ken managed to develop the SPC7000 for Nintendo games, and as he continued working as a part-time consultant, he eventually developed a CD-ROM-based system for Nintendo.

Nintendo decided not to move forward with the CD-ROM system. That’s when Ken saw the market opportunity of gaming systems for Sony. Being a natural intrapreneur, he pressed hard to convince Sony to enter the electronic gaming industry. Sony’s then-CEO Chairman Ohga recognized Ken’s creativity and innovation-focused mindset. He backed Kutaragi’s plan despite most of the senior management opposing the idea.

Ken went on to lead the effort to help Sony develop a gaming system that later became widely known as PlayStation. The product became a global success, taking a significant market share of the same consoles and selling more than 70 million units in the late 1990s . By 1998, the PlayStation made up 40 percent of Sony’s operating revenues.

Case study 3: Post-It Notes

Post-It Notes is the classic business school example of an intrapreneurial mindset. It all started in 1974 when a 3M engineer Arthur Fry saw that a special adhesive developed by the company was failing. He noticed the glue had a slight tacky quality so he tried some of it to stick a note in his hymnal. Not only did it work, but it was also easily removable. 

However, after the initial discovery, 3M management failed to see value in the non-sticky adhesive. There was no internal senior support for the concept until a change in management in 1973. That’s when the new products laboratory manager Geoff Nicholson was convinced to give this a go. 

It wasn’t until 1977 that the product has been finally tested for real-world sales, and the rest is history.

Case study 4: Gmail

As Google’s CEO, Eric Schmidt puts it , Google’s business is all about innovation. A notable aspect of Google’s innovative culture is its legendary 20 percent time policy that allows employees to invest about a day per week to pursue projects outside of their area of duty. Through this practice, Google encourages its employees to act as intrapreneurs and think outside the box. Most of the time, Googlers that work on 20 percent projects join forces with others to create an internal start-up.

One of the most notorious and successful examples that resulted from this practice is Gmail. It all started with Google’s employee Paul Buchheit and his idea to expand Google’s services by developing a web-based email that could provide a search engine.

Most within the company thought this was a bad idea from both the strategic and product point of view. But all worries were set aside when founders of Google Larry Page and Sergey Brin decided to go ahead and support Paul’s project.

As a result, Google’s Gmail launched in 2004 and became the company’s first landmark service since its search engine service started in 1998.

Today, Gmail has more than 1.5 billion active users from around the world. It has gone from a small intrapreneurial experiment to becoming one of the key services of Google’s product offering.

Final words

It’s important to understand that intrapreneurship is by no means the catch-all solution for companies looking to innovate. As mentioned earlier, intrapreneurship is not made for every business, and it certainly can’t solve all problems. Think of it more like one of the many elements that can be applied to foster company innovation.

The case studies provided in this article all point out one simple truth: intrapreneurship isn’t just about doing things in a certain way but is more of a mindset that enables your employees to think and act in a way that supports entrepreneurial culture within the company.

It’s also not about hero employees saving the day. Developing an intrapreneurial culture takes time and has to be supported at an organization-wide level to bring lasting results.

Photo by Riccardo Annandale .

Subscribe for innovation and strategy insights.

Continue reading.

What are Incremental Moonshots in Innovation?

What To Do After a Strategic Planning Process Meeting

Delve Leverages Gaussian Strategy Workshop Framework In 2023 Planning And Goals

Work with gaussian consulting, related consulting services.

Many companies work with us to achieve the best practices and outcomes mentioned in this article. Our services focus on clients' most pressing opportunities and challenges, no matter the industry.

Agile executives

Embed Agile in strategy, not just in development

Experiment-driven initiatives

Make initiatives agile by designing them as sequences of short, measurable experiments

Organizational restructure

Align org structures for agile, measurable impact

R&D capital planning

Plan your research investments

Profitable innovation. New York, NY London, UK

Safalta Exam Preparation Online

Top 10 case studies on entrepreneurship in india.

Vanshika Jakhar

She is an English content writer and works on providing vast information regarding digital marketing and other informative content for constructive career growth.

Free Demo Classes

Register here for Free Demo Classes

Waw! Just one step away to get free demo classes.

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.

Download Now:  Free digital marketing e-books [Get your downloaded e-book now]  

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.  

Upgrade your skills with this digital marketing course:  Click here for Details

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.

Start Learning & Earning

• Digital Marketing
• Job Ready Courses
• Graphic Designing
• Advance Excel

Trending Courses

Master Certification in Digital Marketing Programme (Batch-14)

Now at just ₹ 64999 ₹ 125000 48% off

Professional Certification Programme in Digital Marketing (Batch-8)

Now at just ₹ 46999 ₹ 99999 53% off

Advanced Certification in Digital Marketing Online Programme (Batch-26)

Now at just ₹ 24999 ₹ 35999 31% off

Advance Graphic Designing Course (Batch-10) : 100 Hours of Learning

Now at just ₹ 16999 ₹ 35999 53% off

Flipkart Hot Selling Course in 2024

Now at just ₹ 10000 ₹ 30000 67% off

Advanced Certification in Digital Marketing Classroom Programme (Batch-3)

Now at just ₹ 29999 ₹ 99999 70% off

Basic Digital Marketing Course (Batch-24): 50 Hours Live+ Recorded Classes!

Now at just ₹ 1499 ₹ 9999 85% off

WhatsApp Business Marketing Course

Now at just ₹ 599 ₹ 1599 63% off

Advance Excel Course

Now at just ₹ 2499 ₹ 8000 69% off

Latest Web Stories

अपनी वेबसाइट पर हम डाटा संग्रह टूल्स, जैसे की कुकीज के माध्यम से आपकी जानकारी एकत्र करते हैं ताकि आपको बेहतर अनुभव प्रदान कर सकें, वेबसाइट के ट्रैफिक का विश्लेषण कर सकें, कॉन्टेंट व्यक्तिगत तरीके से पेश कर सकें और हमारे पार्टनर्स, जैसे की Google, और सोशल मीडिया साइट्स, जैसे की Facebook, के साथ लक्षित विज्ञापन पेश करने के लिए उपयोग कर सकें। साथ ही, अगर आप साइन-अप करते हैं, तो हम आपका ईमेल पता, फोन नंबर और अन्य विवरण पूरी तरह सुरक्षित तरीके से स्टोर करते हैं। आप कुकीज नीति पृष्ठ से अपनी कुकीज हटा सकते है और रजिस्टर्ड यूजर अपने प्रोफाइल पेज से अपना व्यक्तिगत डाटा हटा या एक्सपोर्ट कर सकते हैं। हमारी Cookies Policy , Privacy Policy और Terms & Conditions के बारे में पढ़ें और अपनी सहमति देने के लिए Agree पर क्लिक करें।

Download App for Live stream

Live stream is currently not available on web. Kindly download our app.

Popular Searches

• Current Affairs

Most Popular Exams

• CBSE Term 2

You have awarded with Avid Reader-3 for reading 50 ebooks on safalta.com. Keep learning and earn coins and badges.