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• Case | HBS Case Collection | March 2019

  HOPI: Turkey's Shopping Companion

  Sunil Gupta, Donald Ngwe and Gamze Yucaoglu

  The case opens in 2017 as Onur Erbay, CEO of HOPI, a multi-vendor loyalty platform, is contemplating a critical decision. The case chronicles the origins of Boyner Group, the parent company of HOPI and a major retailer in Turkey, and development of retail and customer relationship management (CRM) in Turkey over the years. Before HOPI, Boyner Group retailers were unable to trace customers across the Group’s brands or form insights about customers’ preferences and habits beyond what brand-specific CRM and loyalty programs provided data for. HOPI was born as the management team at Boyner Group realized the need to serve the customer holistically; the program was designed as a coalition loyalty program including non-Boyner retailer partners. The case provides a detailed overview of the design choices for HOPI—a mobile only app with its own currency, paracik, its revenue model, user experience, and how the company planned to leverage big data to segment the customers for retailers and increase purchasing power for customers. Since its launch in 2015, HOPI had 5.5 million downloads and 300 thousand daily active users browsing campaigns offered by over 116 coalition retailers that ranged from gas stations and cinemas to supermarkets and department stores. In 2017, Erbay, who had ambitions to grow HOPI beyond a loyalty program, was faced with harsh realities: the Turkish market was very price sensitive, several competitors had emerged since HOPI’s launch, and several retailers and consumers preferred discounts at the time of purchase instead of earning loyalty points for future purchases. Erbay was also facing pressure from the parent company to make HOPI profitable. Was it time for HOPI to pivot to the discount model and abandon its original concept? HOPI has provided a supplementary data set to allow for a more in-depth analysis of the program's impact on customer behavior and retailer profits. The data covers four years, two years prior to HOPI’s start and two years after, for two retailers in the coalition loyalty program. The data set includes all customers and transactions at each of the retailers, the final price paid by each customer, and whether the HOPI app was used as part of the transaction. In all, the data contains approximately 2.7 million transactions for 578,078 unique customers.

  Keywords: Loyalty programs; multi-vendor platform; retail; big data; Customer Relationship Management; Mobile Technology; Business Model; Data and Data Sets; Competitive Strategy; Decision Making; Technology Industry; Retail Industry; Turkey;

  Citation:

  Gupta, Sunil, Donald Ngwe, and Gamze Yucaoglu. "HOPI: Turkey's Shopping Companion." Harvard Business School Case 519-057, March 2019.  View Details

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• Supplement | HBS Case Collection | March 2019

  Miroglio Fashion (C)

  Sunil Gupta

  Citation:

  Gupta, Sunil. "Miroglio Fashion (C)." Harvard Business School Supplement 519-072, March 2019.  View Details

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• Article | Harvard Business Review | March–April 2019

  The Future of Leadership Development

  Das Narayandas and Mihnea Moldoveanu

  The need for leadership development has never been more urgent. Companies of all sorts realize that to survive in today’s volatile, uncertain, complex, and ambiguous environment, they need different leadership skills and organizational capabilities from those that helped them succeed in the past at all levels of the firm. But the leadership development industry is in a state of upheaval. The number of players offering courses to impart the hard and soft skills required of corporate managers has expanded well beyond the traditional business schools, corporate universities, and dedicated consultancies. And yet organizations that spend billions of dollars annually to train current and future executives are growing frustrated with the results. There are three main reasons for the disjointed state of leadership development. The first is a gap in motivations. In executive development, the “customer” is not the “client.” The organization pays for the individual to enhance his or her skills—and résumé—and thereby benefit from participating. The second is the gap between the skills that executive development programs build and the skills that organizations require—particularly the interpersonal skills essential to thriving in today’s flat, networked, increasingly collaborative organizations. The third reason is the skills transfer gap. Simply put, most executives do not seem to take what they learn in the classroom and apply it to their jobs. For organizations to develop essential leadership and managerial talent, they will need to bridge these three gaps. The good news is that the growing assortment of online courses, social and interactive platforms, and learning tools from both traditional institutions and upstarts—which we call the personal learning cloud (PLC)—offers a solution. Organizations can select components from the PLC and tailor them to the needs and behaviors of individuals and teams. The PLC is flexible and immediately accessible, and it enables employees to pick up skills in the context in which they must be used. In effect, it’s a 21st-century form of on-the-job learning.

  Keywords: talent management; executive education; Leadership Development; Business Education; Management Skills; Learning; Online Technology;

  Citation:

  Narayandas, Das, and Mihnea Moldoveanu. "The Future of Leadership Development." Harvard Business Review 97, no. 4 (March–April 2019): 40–48. (Spotlight Talent Management.)  View Details

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