Harvard Case - A Chinese Start-up's Midlife Crisis: 99Sushe.com
"A Chinese Start-up's Midlife Crisis: 99Sushe.com" Harvard business case study is written by William C. Kirby, F. Warren McFarlan, Tracy Yuen Manty. It deals with the challenges in the field of Entrepreneurship. The case study is 17 page(s) long and it was first published on : Jan 27, 2009
At Fern Fort University, we recommend 99Sushe.com pursue a strategic pivot towards a hybrid business model, leveraging its existing infrastructure and brand recognition to expand into a multi-faceted platform for food and beverage services. This strategy involves integrating online ordering, delivery, and dine-in experiences, while simultaneously expanding into new market segments and geographic locations. This approach aims to address the company?s current challenges, including declining user growth, fierce competition, and the need for a sustainable growth path.
2. Background
99Sushe.com, a Chinese startup, initially gained popularity through its innovative online platform for ordering and delivering sushi. However, the company faced a midlife crisis as user growth stagnated, competition intensified, and profitability remained elusive. The case study highlights the company?s founder, Zhang, grappling with critical decisions regarding the future of 99Sushe.com.
The main protagonists are Zhang, the founder and CEO, and his team of executives, who are tasked with navigating the company?s challenges and developing a strategy for sustainable growth.
3. Analysis of the Case Study
The case study presents a classic situation faced by many startups: rapid growth followed by a plateau, requiring a strategic shift to remain competitive. 99Sushe.com?s success was initially driven by its innovative business model, leveraging technology and analytics to streamline the ordering and delivery process. However, this model became increasingly vulnerable as competitors entered the market, offering similar services and often at lower prices.
Key Challenges:
- Declining User Growth: The company?s initial focus on sushi delivery limited its target market, leading to saturated user growth and a need for diversification.
- Intense Competition: The emergence of numerous competitors, including established players like Meituan and Ele.me, led to price wars and a shrinking profit margin.
- Limited Scalability: The reliance on a single product (sushi) and a narrow geographical focus hindered the company?s ability to achieve significant scale and profitability.
- Lack of Differentiation: The company struggled to establish a unique brand identity and value proposition, making it difficult to stand out in a crowded market.
Strategic Framework:
To analyze the situation, we can apply the Porter?s Five Forces framework:
- Threat of New Entrants: High, as the online food delivery market is relatively easy to enter with low barriers.
- Bargaining Power of Buyers: High, as customers have numerous choices and can easily switch between platforms.
- Bargaining Power of Suppliers: Moderate, as 99Sushe.com relies on a network of restaurants and delivery partners, but these are not highly concentrated.
- Threat of Substitute Products: High, as customers can choose to dine in, cook at home, or use other delivery platforms.
- Competitive Rivalry: Very High, as the market is highly fragmented with numerous players vying for market share.
Analysis:
The analysis reveals a highly competitive market with significant threats to 99Sushe.com?s sustainability. The company needs to develop a strategy that addresses these challenges and creates a sustainable competitive advantage.
4. Recommendations
Strategic Pivot:
99Sushe.com should pivot towards a hybrid business model, integrating online ordering, delivery, and dine-in experiences. This approach allows the company to leverage its existing infrastructure and brand recognition while expanding into new market segments and geographic locations.
Specific Recommendations:
- Expand Product Offerings: Diversify beyond sushi by incorporating a wider range of cuisines and food options, catering to a broader customer base.
- Develop a Multi-Channel Strategy: Integrate online ordering, delivery, and dine-in experiences, creating a seamless customer journey.
- Expand Geographic Reach: Target new cities and regions, leveraging the company?s existing logistics network and partnerships.
- Focus on Brand Differentiation: Develop a unique brand identity and value proposition, emphasizing quality, convenience, and customer experience.
- Invest in Technology and Analytics: Enhance the platform?s functionality, improve user experience, and leverage data analytics to optimize operations and personalize services.
- Strategic Partnerships: Collaborate with restaurants, food suppliers, and logistics providers to expand reach and enhance service offerings.
- Explore M&A Opportunities: Consider acquiring or merging with complementary businesses to expand product offerings, geographic reach, or technology capabilities.
5. Basis of Recommendations
This recommendation considers the following factors:
- Core Competencies and Consistency with Mission: The proposed strategy leverages 99Sushe.com?s existing strengths in technology and logistics, while aligning with its mission to provide convenient and affordable food delivery services.
- External Customers and Internal Clients: The multi-channel approach caters to diverse customer preferences, while enhancing the value proposition for restaurants and delivery partners.
- Competitors: The strategy aims to differentiate 99Sushe.com from competitors by offering a wider range of services, a superior customer experience, and a stronger brand identity.
- Attractiveness: The hybrid business model offers potential for increased revenue, market share, and profitability, as it addresses the challenges of limited scalability and intense competition.
6. Conclusion
99Sushe.com faces a critical juncture, requiring a strategic shift to overcome declining user growth, intense competition, and limited scalability. By pivoting towards a hybrid business model, expanding product offerings, and focusing on brand differentiation, the company can create a sustainable growth path, establish a stronger competitive position, and capitalize on the evolving food delivery landscape.
7. Discussion
Alternative Options:
- Focus on Niche Market: 99Sushe.com could specialize in a specific niche, such as high-end sushi delivery or catering services. This approach could attract a loyal customer base but might limit growth potential.
- Acquisition by a Larger Player: The company could be acquired by a larger player in the food delivery market, gaining access to resources and market share. However, this approach might compromise the company?s independence and control.
Risks and Key Assumptions:
- Execution Risk: Successfully implementing the hybrid business model requires significant investment and operational expertise.
- Market Acceptance: Customers may not readily embrace the expanded product offerings and multi-channel approach.
- Competition: The food delivery market remains highly competitive, and new players may emerge, posing further challenges.
8. Next Steps
Timeline:
- Phase 1 (3 Months): Conduct market research, develop a detailed business plan, and secure necessary funding.
- Phase 2 (6 Months): Implement the hybrid business model, expand product offerings, and launch marketing campaigns.
- Phase 3 (12 Months): Monitor performance, refine strategies, and expand into new geographic markets.
Key Milestones:
- Launch of new product offerings: Within 6 months.
- Expansion into new geographic markets: Within 12 months.
- Achieving profitability: Within 18 months.
By taking these steps, 99Sushe.com can navigate its midlife crisis and emerge as a stronger and more sustainable player in the evolving food delivery landscape.
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Case Description
Now into their third year at the helm of an Internet start-up in China, Ken Pao and Bill Li were managing a totally different company (with a new name) from the one they first founded in 2006. Having changed their business model from a social networking site to an online gaming business came with new challenges. They hired almost an entirely new staff, cultivated new partnerships, and most urgently sought new funding. However, with three years of experience, they were no longer a "start-up" and now faced the ramifications of mid-life. What would it take to remain a viable competitor in China in a new industry?
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