On a mission to give “hope, chance and choice” for disadvantaged students, Erwin Huang began to sell the social enterprise WebOrganic on quality computers and Internet services for students below the market price. In its first year of operation, the company had already served more than 7,000 low-income families and had expanded from a technology provider to a full service distributor around online learning. Now entering its second year, continues to WebOrganic f … Read more »

On a mission to give “hope, chance and choice” for disadvantaged students, Erwin Huang began to sell the social enterprise WebOrganic on quality computers and Internet services for students below the market price. In its first year of operation, the company had already served more than 7,000 low-income families and had expanded from a technology provider to a full service distributor around online learning. Now even more WebOrganic the resistance of parents and educators in e-learning adoption faced in his second year as tablet computers is its product mix. This case is about the creation of a blue ocean in the overlapping areas of computer and Internet services retail market and a growing e-learning market. It explores ideas relating to the planning and execution of a blue ocean strategy, including such topics as value innovation, the four actions framework and tipping point leadership. The case also touches on concepts of strategic relationship management and social entrepreneurship.
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from
Penny Lau,
Julie Hung-Yu Hsua
Source: University of Hong Kong
19 pages.
Release Date: 10 December 2012. Prod #: HK1001-PDF-ENG
WebOrganic: Creating a Blue Ocean for a social cause HBR case solution