CampusHash: Evolving Business Model of an Entrepreneurial Venture
(8 pages of text)
In January 2016, the three partners of CampusHash Technologies LLP (CampusHash), an Indian start-up focused on conducting software training programs, had to make some pressing strategic decisions. CampusHash’s revenues had not grown as expected and the partners had to decide whether to continue with the existing business model or choose to pivot. While pivoting could potentially lead to a significant improvement in CampusHash’s performance, it could also lead to wide-spread organizational change and disruption, risking the survival of the start-up. Despite their constrained resources, the partners had to decide whether to pivot or not in the next two weeks, when they would present a business plan to angel investors to raise much-required funding.
This case is suitable for use in graduate- and post-graduate-level management programs. It can be useful in courses on fundamentals of entrepreneurship, business model innovation, and strategic management. It can also be used for competency development programs aimed at training entrepreneurs and founders of new business ventures.
The case helps students understand the issues and concerns facing entrepreneurs as the business models of their ventures evolve. It specifically explores the concept of “pivot” during the early stage of a start-up’s lifecycle and provides an opportunity to understand strategic decision-making in the highly resource-constrained environments that are typical for start-ups.
After working through the case and assignment questions, students will be able to do the following:
- Explain the concept of business models, especially in the context of start-up organizations.
- Explain the concept of entrepreneurial pivot.
- Identify the factors that make pivoting essential and evaluate the different pivoting options available to an organization.
- Explain the nuances of strategic decision making in the context of start-ups.
Information, Media & Telecommunications
India, Small, 2016
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