Charles M. Schuster has a Master of Arts from Columbus University. Prior to joining BINUS, he had over 25 years of teaching experience in schools and higher education providers. He was also invited as a guest lecturer to give workshops regarding photography, book–binding and Photoshop.
[CASE STUDY] THE THREE-WHEELED GIANT: THE BAJAJ GROUP CASE STUDY
Bajaj Auto went from a small company in one town in India to being a world leader in vehicles, finance and other areas.
For the people of Jakarta, Indonesia the bright orange three-wheeled bajaj used to be a very common sight. In recent years the blue model, which uses natural gas, has taken the place of the once ubiquitous orange model. Similarly the citizens of Bangkok, Thailand are accustomed to the ever-present so-called tuk-tuks or “'sam lor' (three-wheeled)” (Tuk-tuks in Bangkok, 2018). In many countries and numerous Indian cities (Mani, 2010) these three-wheeled vehicles are an important part of daily transportation.
What many people don’t realize is all these vehicles, also known as auto-rickshaws, originate from one very successful Indian company, in fact, one Indian family, the Bajaj family. The company was founded in 1926 by “humanitarian, freedom fighter, philanthropist, social reformer and a devoted Mahatma Gandhi follower,” Jamnalal Bajaj. (Jamnalal Bajaj Foundation, 2018)
The company that created the common three-wheeled auto-rickshaw has become a world leader in two and especially three-wheeled vehicles. The company, started by an Indian man in the 1920s has become an extremely successful diversified group of companies.
[CASE STUDY] THE BIRTH, BRIEF LIFE AND DEATH OF PATH
On September 17, 2018, Path reluctantly announced that they would stop their services. Previously, the internet line was busy with the news that Path would die. Not so long ago Path confirmed that by displaying the announcement on the Path.com page and in the Path application to the user.
At the beginning of its presence, Path comes with offering interesting differentiation. Its position as a social media that is very personal is different from its competitors at that time, Facebook and Twitter. This is based on a psychological theory which states that an individual can only be close friends with a limited number of people, namely a maximum of 150 people.
Absorbed with momentary popularity, Dave Morin and his team did not provide any innovation when several competitors began to emerge, such as Snapchat and Instagram which had a variety of new and fresh features. With that in mind, will there is a hope for Path to survive even though the news about the closure of their services is clearly spread?