StarHub Ltd.: Paving the Way for Innovation
(10 pages of text)
In 2018, the Singapore-based telecommunication operator StarHub Ltd. (StarHub) acknowledged that in 2017 its total revenue was relatively flat and its net profit had declined. In the face of rising competition and a slowing global economy, the company needed to explore new sources of revenue growth. Two areas of growth seemed promising. The first area involved the launch of StarHub's smart retail analytics for small and medium enterprises in the retail food and beverages industry, which had been experiencing a high churn rate. The second area would apply StarHub's new robotics and automation solutions in the labour-intensive hospitality industry, which suffered from an oversupply of properties and would likely see exits and consolidation. StarHub needed to choose between the two investment options.
This case is suitable for undergraduate-, graduate-, or executive-level corporate entrepreneurship, strategic management, and innovation courses. After completing the case, students will understand
- the process of innovation in the telecommunications industry and StarHub's strategy to remain competitive amid an increasingly innovative landscape;
- the internal corporate venturing process for innovation and the internal corporate venturing cycle in large corporations;
- how organizations can also use external corporate venturing to promote corporate innovation and complement core businesses;
- the four models of corporate entrepreneurship and how a corporation can apply them in its innovation process; and
- the managerial challenges and trade-offs in managing strategic decisions associated with corporate innovation.
Information, Media & Telecommunications
Singapore, Large, 2018
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