MISHA: Modernizing the World of Shisha

William R. Kerr; Gamze  Yucaoglu

Case | HBS Case Collection | August 2018

MISHA: Modernizing the World of Shisha

Abstract

The case opens in 2017 with two of the five co-founders of MISHA telling the company’s CEO Michal Portz that they believe it is time for the global venture to shut down its operations and cease investments. Portz and another co-founder believe MISHA can still work.
The case describes the origins of the ready-to-use capsule solution for shisha smokers and the evolution of MISHA from idea to product design, manufacturing, marketing, and distribution. Consequent mishaps slow down the performance of MISHA, and after five years of the product being in the market and four financing rounds, numbers are far behind what they were in the business plan. The case explores the pivots the company goes through. The central dilemma is this: should the cofounders pull the plug on the company or invest more time and money to try to turn it around? When and according to which criteria should Portz make such a decision?

Keywords: Innovation and Management; entrepreneurship; private sector; for-profit firms; Business Strategy; decision; Business Startups; Emerging Markets; Business Model; Marketing Strategy; Distribution Channels; Market Entry and Exit; Growth and Development Strategy; Competitive Advantage; Value Creation; Decision Choices and Conditions; Technology Industry; Qatar; United States;

Language: English

Format: Print

23 pages

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Citation:

Kerr, William R., and Gamze Yucaoglu. "MISHA: Modernizing the World of Shisha." Harvard Business School Case 819-019, August 2018.

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Case | HBS Case Collection | January 2019 (Revised October 2019)

KITEA (A): Democratizing Furniture in Morocco

Ramon Casadesus-Masanell and Gamze Yucaoglu

The case opens in 2013 as Amine Benkirane, founder and CEO of the leading Moroccan furniture company KITEA, contemplates the loss his company has incurred for the first time in its 20-year history. The case then describes KITEA’s origins and provides a detailed overview of the business plan that enabled Benkirane to bring affordable modern furniture in flatpacks to the Moroccan market, which had previously been dominated by unorganized artisans. At the beginning of 2010, KITEA was a market leader with a robust market share of 24%. However, Benkirane read about rumors that IKEA was planning to enter the Moroccan market. The case explores in detail KITEA’s efforts to prepare for the increased competition. In 2013, KITEA found itself in a difficult situation, facing a downturn in the economy, a slowdown in sales, a delayed store opening, and souring creditor sentiment following the news about IKEA’s entry. Would KITEA be able to bounce back and remain competitive when IKEA entered the market?

Keywords: retail; KITEA; furniture; furniture industry; entry strategy; responding to entry; Localization; competitive interaction; Private Sector; For-Profit Firms; Business Model; Business Strategy; Strategic Planning; Strategy; Competitive Strategy; Adaptation; Corporate Strategy; Competitive Advantage; Retail Industry; Africa; Morocco;

Citation:

Casadesus-Masanell, Ramon, and Gamze Yucaoglu. "KITEA (A): Democratizing Furniture in Morocco." Harvard Business School Case 719-420, January 2019. (Revised October 2019.) View Details

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MISHA: Modernizing the World of Shisha

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