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I am struggling with these questions??1.The case discusses Birchbox, a New York-based beauty products subscription start-up which had executed a second round of lay-offs in June 2016 in an attempt to steer itself toward profitability. Birchbox was founded in 2010 by Hayley Barna (Barna) and Katia Beauchamp (Beauchamp) when they met at Harvard Business School. The idea was to enable consumers to discover great products at their convenience. The concept was popularized as discovery retailing. Over the years, Birchbox had sustainably grown its subscriber base to 1 million but in 2016 it found itself at a critical point where it had to slow down its growth owing to lack of funds even as copycat businesses were shadowing its subscriber base. In 2016, Birchbox’s subscriber base had fallen by 7%. Competitors backed with better resources were giving it a tough time. New businesses which had popped up and operated in their own niches had gained a cult following.Birchbox’s operations were labor intensive, which was a limiting factor and kept the company from exploring more customization while keeping the same cost structure. Subscribers were finding a mismatch between their preferences and the samples which Birchbox delivered to them. The surprise element which happened to be one of the core offerings of Birchbox was fading. Birchbox’s only way to effectively monetize its model was to convert the subscribers to full product buyers on its online portal. But Birchbox’s subscription also boosted its competitors’ sales as customers were free to make full purchases from any site of their choice. Birchbox had a generous loyalty program in place but its effectiveness came into question because there was a view that the subscribers were keener on earning loyalty points than on the products themselves.The case concludes with Beauchamp remaining optimistic about the future of Birchbox though Barna has stepped down as co-CEO and there is no funding in sight.IssuesThe case is structured to achieve the following teaching objectives:Examine Birchbox’s business model and identify the key challenges pertaining to its model which limit the growth of the company..Evaluate the competitive environment of the industry in which Birchbox is operating.Inspect and critically evaluate the measures taken my Birchbox in the wake of the challenges it is facing.Estimate the threats Birchbox might face in the immediate future. Analyze and devise a plan for counter measures.2.Since the early 2000s, the global payments industry has been undergoing massive changes forced by digital disruption and regulatory challenges. This has triggered M&A activities, giving rise to consolidation in the industry across Europe and North America. The case study discusses one of the biggest merger and acquisition deals in the global payments industry. Fidelity National Information Services, Inc. (FIS), a global financial services technology player, acquired Worldpay, Inc. (Worldpay), a leading payment processing company, in early 2019. The combined entity became a leading payments and financial technology provider in the world. FIS was expecting significant cost and revenue synergies from the acquisition. The case details the factors that led to the decision of the two companies to come together and the synergies expected to be reaped from the merger.IssuesThe case is structured to achieve the following teaching objectives:Understand the trends in the global Payments industry and the challenges.Understand the significance of mergers and acquisitions in the context of the US Payments industry.Understand the different types of M&As and the rationale behind the acquisition of Worldpay by FIS.Understand the different types of synergies in M&As and what goes into ensuring the anticipated synergies are achieved.3.The case “Monzo Bank: A Digital, Mobile-only Bank in the UK” talks about the factors that led to UK-based mobile banking player Monzo Bank Limited (Monzo) emerging as the UK’s startup Unicorn. The case starts out with a brief history of Monzo. It then describes the innovative products and services launched by the bank, which helped it to connect with millennials better than traditional banks. It also highlights the present and future challenges for the bank. The case ends with Monzo’s plans for the future which include partnering with organizations and expanding geographically.The case is structured to achieve the following teaching objectives:Understand how the traditional vertical industry structure is getting disrupted by digital companies.Analyze the business strategy used by a digital bank to become a Unicorn.Identify the strategies used by a digital bank to differentiated position with respect to its competitors.Analyze the role played by technology in enabling a bank to achieve growth.Examine the challenges faced by a startup as it tries to sustain its Unicorn status.4.The case discusses the problems faced by UK-based iconic retailer Marks and Spencer plc (M&S) and its revival. M&S was experiencing unprecedented troubles with its sales stagnating, profits collapsing, and market share falling. The retailer had been offering high quality clothing, home products, and its own outstanding food brands for 125 years. After being the leading retailer in the UK for decades, M&S started to lose its edge in clothing as well as food with the advent of e-commerce and changing consumer preferences. In May 2016, CEO Steve Rowe (Rowe) outlined a five-year turnaround plan to address the problems, to position M&S to deliver profitable sales growth, and revive its dwindling fortunes.The case discusses the turnaround at M&S and how Rowe was committed to leading a radical shake-up of the business. As part of his turnaround strategy, Rowe planned to close underperforming clothing stores, opt for relocations as more trade shifted to the internet, reduce discounting, and accelerate the expansion of its food business. The company planned to keep itself in line with customer requirements and changing fashion trends. In May 2017, Archie Norman (Norman), former CEO of retail chain Asda, was appointed as the chairman of M&S. He joined Rowe in the battle to reverse fortunes at M&S.Can Rowe and Norman together revive the fortunes of the 133-year-old retailer whose profits have taken a nosedive? Can M&S regain its lost glory? If so, how?IssuesThe case is structured to achieve the following teaching objectives:Understand the problems at M&SUnderstand the need to continuously reinvent the business model of a company amidst rising competition and changes in the business environment.Examine the strategic measures taken by a leader to turn around a loss-making company.Understand the revival strategies of M&SAppreciate the importance of focus and a clear recognition of strengths for a company.5.The case is about the international expansion strategy of Gurugram (India) based Online Hospitality Company,OYO Rooms (OYO). In September 2018, OYO check into the Unicorn Club with a funding of $1 billion led by SoftBank Vision Fund, Sequoia Capital, and Lightspeed Venture Partners. The fresh round of funding was expected to boost OYO’s business in China and in other international markets. In May 2018, OYO entered in China, setting a rare example of an Indian consumer technology company setting up operations in the second-largest economy in the world.With this move, OYO was set to compete with well-established players in the country like Jinjiang Inn and Home Inns.In 2011, Oravel Stays Pvt. Ltd by Ritesh Agarwal, as a platform to enable listing and booking of budget accommodation. In 2013, the company was named as OYO Rooms. Backed by a number of investors the company continued to raise funds and expand. Over the years, OYOforayed intoMalaysia and Nepal.OYO’s China operations clearly indicated the big bet OYO has placed on foraying east.Further, it had been speculated that OYO was also planning to explore the US and UK markets as well. The case discusses the growth and expansion of OYO in China and the challenges it was likely to face in that highly competitive market. With the arrival of OYO in China, it remained to be seen how the rival companies would respond and whether the company will be able to compete and sustain. IssuesThe case is structured to achieve the following teaching objectives:Understand the hotel aggregation business.Study the franchise strategy in aggregation business.Examine the importance of fundraising for a startup.6.This case is about the meteoric rise of Didi Chuxing (Didi), a Beijing-based technology startup that gained attention globally after acquiring the Chinese operations of global taxi technology company Uber, and then went on to expand its presence in the global markets. Didi, formed through the merger of two leading Chinese taxi calling services Didi Dache and Kuaidi Dache in 2015, was touted as the most valuable startup in the world. After consolidating its presence in the Chinese market with a market share of more than 90%, Didi set its sights on becoming a global player. It associated with leading players in different markets across the world. The case discusses in detail the inception and growth of Didi Dache and Kuaidi Dache, their merger to form Didi Chuxing, and Didi’s acquisition of Uber’s Chinese operations. It dwells on the global expansion strategy adopted by Didi and its entry into different markets by investing and sharing its technology with local companies. Through this strategy, Didi made its presence felt in several Asian, American, and European markets. At the same time, the company also invested heavily in developing new technologies that could help it in gaining insights into different markets. Analysts observing the growth of Didi said that it could well be on its way to becoming the top player in the global ride-sharing market.IssuesThe case is structured to achieve the following teaching objectives:To evaluate the business model of Didi and understand the factors that contributed to the success of Didi.To examine the competitive strategy adopted by Didi.To identify the challenges faced by Didi in the emerging online on-demand mobility services industry in China as well as in the global markets and explore strategies that the company might adopt to sustain itself in these markets.7.This case is about Newseum- a unique and interactive news-based museum that promoted free expression through exhibition galleries. With a $307 million debt on its building, $61 million annual operating budget, and about eight successive years of deficit in the books, there was a question mark hanging over the sustainability of the crusader of the First Amendment. The latest available financial statements, which were as of 2015 showed revenue of $59.3 million and expenses of $61.9 million, leaving the Newseum with a deficit of $ 2.6 million. Most of the financial requirements of the Newseum were funded by a single donor – its promoter firm, the Freedom Forum. As of 2017, Freedom Forum had infused more than $500 million into Newseum. By 2017, the Newseum had gone through four rounds of lay-offs, which painted a bleak picture of its very survival. The one-of-its-kind of museum that had an annual reach to over 8 million students and millions of other groups globally, found a dearth of generous donors who could help it avert the crisis. The Freedom Forum also found it challenging to supply any further funds to the Newseum, pushing the museum slowly toward a possible closure.While there were several reasons behind the debacle, the Newseum’s business model was widely regarded as the primary reason for its crash. At the end of August 2017, the Freedom Forum initiated a strategic review program to take stock of the situation and arrive at an appropriate decision that would be in the best interests of the sinking museum.IssuesThe case is structured to achieve the following teaching objectives:Appraise the business model of the NewseumUnderstand the nature of the Newseum’s business, its stakeholders, its revenue sources, and the nature of its expensesEvaluate the factors that pushed the Newseum into financial distressExamine whether there is a survival/ turnaround strategy that could save the Newseum Business