Rishabh Jain
@siu.edu.in
Assistant Professor
Symbiosis Centre for Management Studies, Constituent of Symbiosis International (Deemed University)
EDUCATION
M. Com, PGDBA, UGC - NET
RESEARCH INTERESTS
Financial Management, Corporate Finance, Financial Technologies, Financial Inclusion
Scopus Publications
Scholar Citations
Scholar h-index
Scopus Publications
Nidhi Shridhar Natrajan, Rinku Sanjeev, and Rishabh Upendra Jain
Wiley
AbstractSustainable production and consumption are the need of the hour. Adopting the Circular Economy (CE) approach fosters sustainable business practices. Cloud computing is a new way of storage and application deployment. Cloud computing enables sustainable business processes, which in turn contributes towards the effective implementation of the Circular Approach to Business Practices (CABP). The current study aims to understand the potential of cloud computing to foster circular economy practices in Small and Medium Enterprises (SMEs). We conducted a Systematic review of 186 scholarly articles published in Web of Science (WOS), selected using the PRISMA framework. We conducted scientometric analysis on sources, authors and country level and thematic analysis to pinpoint further research areas. This was followed by a detailed literature review of the articles selected to study the concept and current practices of circular economy and an evaluation of its implementation in emerging economies. The paper proposes an integrated framework grounded in two approaches, that is, the Technology, Organization and Environment (TOE) framework and institutional isomorphism as determinants of cloud adoption and CE implementation. The proposed model explores the impact of institutional forces on the various parameters of TOE, thereby culminating in the adoption of Cloud Computing in SMEs. The study would encourage leaders and managers of SMEs to adopt cloud computing for competitive advantage and achieve a circular economy approach together. The adoption of cloud‐based applications has a great potential to foster industrial and economic progress with minimum damage to the ecosystem, furthering sustainability and achieving Sustainable Development Goals (SDGs).
Pragya Singh, Karishma Chaudhary, and Rishabh Upendra Jain
Emerald
Learning outcomes The learning outcomes of this case study are as follows: Students will be able to comprehend and visualize the initial hiccups and operational hurdles faced by digital start-ups in an emerging market. Students will be able to evaluate the importance of digital marketing for promoting start-ups dealing with sustainable products in the service industry, thereby helping them to develop digital marketing strategies to organically promote a service. Students will be able to perform strategic positioning of a start-up based on perceptual mapping methodology. Students will be able to identify the various aspects for identifying and creating a viable business model. Students will be able to use Osterwalder’s business model canvas for identifying the important operational aspects of the start-up. Students will be able to visualize the entrepreneurial challenges in an emerging market. Case overview/synopsis This case study highlights the dilemma the protagonist, Prerna Prasad, faced in her travel start-up venture, Ecoplore. Ecoplore is an aggregator platform that onboards only eco-hotels. To the best of the authors’ knowledge, Ecoplore is India’s only platform that promotes and onboards only those hotels made up of mud, wood, bamboo, stone or any local architecture and that maintain at least 30% green space on their premises. Ecoplore has been recognized by the United Nations Environment Program for fulfilling Sustainable Development Goal 12 and has also been bestowed with the Gold Award by Indian Responsible Tourism Awards 2019. Prasad had already identified her target market. Prasad took conscious steps towards reaching her target audience, and her first step towards that was designing Ecoplore’s website. Being aware of the importance of content marketing, Ecoplore’s content was curated with fresh and quality write-ups, pictures, blog posts, etc. Ecoplore’s website was also optimized for mobile and desktop versions to deliver a great user experience. Features like easy navigation and the website's speed were also taken care of. Being active on social media platforms, Prasad made sure that the pages of Ecoplore across various social media platforms were well connected with her website. Despite doing so much, it was found that the number of visitors was few after a span of two years. Conversion on the website was low, which ultimately affected the return on investment. Prasad was befuddled as to why the conversions were low despite having a great website that was considered a window to the organization. She faced the challenge of reaching her target audience despite being present online. Upon detailed analysis, Prasad found that Ecoplore was showing up in the search engine research pages (SERP) in only a few keywords, meaning the keyword density was low. Also, the website lacked backlinks, which would eventually help them to rank high on search engine optimization (SEO). This means that Ecoplore will need to revisit its SEO strategy if Prasad wants to promote her organization organically. Now, to increase visibility and ranking on SERP, Prasad had two options before her; first, she could do it organically via SEO or through search engine marketing. She was keen to build the traffic organically, knowing its long-term benefits. As a marketer, what should be Prasad’s strategy? This case study can be used for class discussion purposes for the students pursuing the courses on digital marketing, SEO and digital marketing optimization. Complexity academic level This case study is suitable for students learning the fundamentals of digital marketing (basic and advanced) course, marketing management students and digital marketing workshops. The level of difficulty is medium. The knowledge pre-requirement is marketing management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
Ratna Achuta Paluri, Rishabh Upendra Jain, and R. Sankara Narayanan
Emerald
Learning outcomes This case allows students to critically analyse the business model of Zomato which is a multi-sided platform/in the foodtech industry. It helps students to critically analyse how firms enter into the global market to create value and maintain dominance over the local market (especially in a large market such as India). The case can also be used to introduce students to the business canvas model by analysing foodtech start-ups. The outcomes are as follows: to understand the Business Model Canvas as a tool to describe and analyse the foodtech business such as Zomato’s, based on its value proposition and the way it sells its services; to conduct a value chain analysis and analyse the business models adopted by foodtech companies; to understand how Zomato can aim at global value creation; and to design a clear growth strategy and evaluate Zomato’s options to internationalize or expand locally. Case overview/synopsis The year 2018 was an important year for Zomato as it geared up to chart new heights amidst the changing dynamics of the industry on one hand and a co-founder exiting the company on the other hand. Zomato was incepted in 2008 as a restaurant discovery platform offering users the ability to access restaurant menus and post online reviews. It provided a range of value-added services for both its restaurant partners and end customers. Its vertical integration enabled it to grow its revenues across its three lines of business, namely, dining out, delivery and sustainability. Zomato was an early internet start-up that expanded rapidly in the international markets. In the past ten years, the company both scaled and rolled back its operations with unique lessons learned in each market that paved its path for success both locally and globally. The domestic market was being dominated by a few large players sharing the market. Reports by market intelligence firms showed that Swiggy, the closest competitor was starting to dominate Zomato in India [1]. Deepinder, CEO, Zomato’s dilemma for adding value and increasing revenues by weighing options of whether the company should strengthen its presence in the domestic market, or, venture into foreign markets or serve both local and foreign markets. Complexity academic level This case is appropriate for postgraduate courses in Strategic Management or International Business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 5: International Business.