NetApp

Das  Narayandas; Elizabeth A. Kind

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Case | HBS Case Collection | September 2010

NetApp

by Das Narayandas and Elizabeth A. Kind

Abstract

NetApp had undertaken an award-winning overhaul and upgrading of its channel strategy design that accounted for 46 percent of North America sales in 2006. Nonetheless, NetApp senior management announced they expected to grow revenue another 30% in fiscal 2007 with half the growth coming from channel sales. To meet those goals, a number of issues that had developed around the channel sales program would need to be addressed.

Keywords: Advertising; Business Model; Design; Revenue; Planning; Problems and Challenges; Sales; Manufacturing Industry; Computer Industry; Information Technology Industry;

Language: English

Format: Print

19 pages

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Citation:

Narayandas, Das, and Elizabeth A. Kind. "NetApp." Harvard Business School Case 511-058, September 2010.

About the Author

Das Narayandas

Edsel Bryant Ford Professor of Business Administration
Senior Associate Dean for HBS Publishing; Senior Associate Dean for External Relations

Marketing

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Case | HBS Case Collection | November 2015 (Revised April 2018)

Flipkart (A): Transitioning to a Marketplace Model

Das Narayandas, Sunil Gupta and Rachna Tahilyani

Sachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees (₹) and offered it on promotion at ₹399. However, upon close examination of the product's display photo, consumers noticed a ₹399 price tag printed on the strap. Consistent with stated goals of transparency and building trusted relationships with customers, the Bansals immediately drafted an apology and terminated the seller's agreement with Flipkart.

Keywords: marketplaces; online retail; e-commerce; Market Platforms; Online Technology; Corporate Disclosure; Ethics; Retail Industry; India;

Citation:
Narayandas, Das, Sunil Gupta, and Rachna Tahilyani. "Flipkart (A): Transitioning to a Marketplace Model." Harvard Business School Case 516-017, November 2015. (Revised April 2018.) View Details

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Supplement | HBS Case Collection | April 2018

Flipkart (B): The Ongoing Battle for India's E-Commerce Market

Sunil Gupta, Das Narayandas and Rachna Tahilyani

In 2017, both Flipkart and Amazon claimed leadership position in India's recently concluded key annual festive season sale, but it was too early to declare victory. Amazon continues to invest heavily in India. Competition from newer players is increasing. Media reports hint that Reliance Industries, a large Indian conglomerate, is planning to extend its e-commerce offering beyond fashion to electronics, mobile phones and even groceries. As the battle for India's lucrative e-commerce market gains pace, experts wonder--who will win? Is India a winner-takes-all market or is there space for more than one player?

Keywords: Market Platforms; Online Technology; Competition; Retail Industry; India;

Citation:
Gupta, Sunil, Das Narayandas, and Rachna Tahilyani. "Flipkart (B): The Ongoing Battle for India's E-Commerce Market." Harvard Business School Supplement 518-097, April 2018. View Details

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Working Paper | HBS Working Paper Series | 2018

Executive Education in the Digital Vortex: The Disruption of the Supply Landscape

Mihnea Moldoveanu and Das Narayandas

Even as the demand for managerial skills continues to grow, executive education worldwide has entered a period of disruption caused by the digitalization of content, connectivity, and communication. The current offerings of many executive education program providers fall short of creating new skills in executives and developing fresh capabilities for organizations. Based on a study of all the programs offered by the business schools, consultancies, corporate universities, and online education providers, we analyze the advantages, and the constraints, of the existing programs. We also map the vehicles for skill development—such as case discussions, lectures, simulations, coaching sessions, live projects, etc.—in terms of their potential to develop executives for the future. We then examine the impact of the forces of digital disruption—the disaggregation and disintermediation of activity chains and the decoupling of the sources of value in education programs—on the future of executive education.

Keywords: Executive Education; Online Technology; Disruption; Competency and Skills; Leadership Development;

Citation:
Moldoveanu, Mihnea, and Das Narayandas. "Executive Education in the Digital Vortex: The Disruption of the Supply Landscape." Harvard Business School Working Paper, No. 18-097, March 2018. View Details

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NetApp

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