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• Case | HBS Case Collection | February 2016 (Revised September 2020)

  T-Mobile in 2013: The Un-Carrier

  John Beshears, Francesca Gino, Jonathan Lee and Sean (Yixiang) Wang

  By 2013, the U.S. wireless industry was in the midst of a costly transition. As consumers began to embrace more sophisticated mobile devices, the industry's four main players spent heavily to improve their infrastructures for providing reliable high-speed data services. T-Mobile, the smallest of the four major carriers, lacked the scale of its competitors and risked falling further behind in the contest for market share. Faced with this daunting business environment, T-Mobile's new CEO declared war on the rest of the industry, decrying competitor pricing practices and upending the traditional contract-based business model. This case provides background information on the state of the wireless industry in 2013 and follows T-Mobile's early steps to transform its market position.

  Keywords: Business Model; Organizational Change and Adaptation; Product Positioning; Competition; Wireless Technology; Telecommunications Industry; United States;

  Citation:

  Beshears, John, Francesca Gino, Jonathan Lee, and Sean (Yixiang) Wang. "T-Mobile in 2013: The Un-Carrier." Harvard Business School Case 916-043, February 2016. (Revised September 2020.)  View Details

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• Case | HBS Case Collection | April 2020 (Revised August 2020)

  CredEx Fintech: Business Model Transformation During the Digital Era

  Laura Huang, Raphael Amit and Xu Han

  Founded in 2010, CredEx has been a fast and constant innovator in the microfinance industry in China. Tang Xia, CEO and co-founder of CredEx, has led the company through a number of profound business model innovations in response to external environment changes, which transformed the company from an offline, operation heavy micro lending company to an online, data driven FinTech company. This case describes CredEx’s business model transformation process since its founding and explores the drivers and challenges in different stages of business model innovation and transformation. Ultimately, the case highlights the key capabilities needed to digitize a traditional finance business as well as the organizational changes needed to enable the digitization.

  Keywords: digitization; fintech; Business Model; Innovation and Invention; Transformation; Microfinance; Organizational Change and Adaptation;

  Citation:

  Huang, Laura, Raphael Amit, and Xu Han. "CredEx Fintech: Business Model Transformation During the Digital Era." Harvard Business School Case 420-080, April 2020. (Revised August 2020.)  View Details

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• Case | HBS Case Collection | August 2019 (Revised August 2020)

  Magrabi: Fulfilling the Vision for the Future

  John Beshears, Alpana Thapar and Boris Tsimerinov

  In 2018, Magrabi was the leading retailer of eyeglasses, sunglasses, and other optical products in the Middle East, and it was embarking on a major shift in strategy, transitioning from a brand focused on clinical expertise to a brand that combined technical excellence with a luxury retail experience for customers. This case provides an opportunity to discuss the company’s plans for executing its strategy, especially when it comes to recruiting the right people and setting them up for success.

  Keywords: Brands and Branding; Transition; Luxury; Sales; Service Delivery; Strategy; Employees; Recruitment; Consumer Products Industry; Retail Industry; Middle East;

  Citation:

  Beshears, John, Alpana Thapar, and Boris Tsimerinov. "Magrabi: Fulfilling the Vision for the Future." Harvard Business School Case 920-009, August 2019. (Revised August 2020.)  View Details

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