Subject category:
Strategy and General Management
Published by:
Ivey Publishing
Version: 2020-05-11
Length: 10 pages
Data source: Field research
Abstract
Capillary Technologies, an Indian customer relationship management software as a service company, provided cloud-based omnichannel customer engagement and related services to retailers and brands. In a country well known for software service companies, based primarily on labour cost advantages, Capillary was founded as a business-to-business software company (ie, an intellectual property company). After entering several Western markets, which was consistent with its lofty aspirations, Capillary decided to pursue Asian markets. The new venture relocated its headquarters from India to Singapore and made strong efforts to gain revenue in the Asia region-including the large, but intensely competitive, Chinese market. Capillary started by working with Western multinationals that were its customers in other markets. The company then began attracting local customers, as it established a Chinese technology team to cater to the unique technological ecosystems prevalent in China. Over a three-year period, Capillary achieved 200 per cent annual growth. With the opening of a new office in Guangzhou, Capillary then hoped to further deepen its presence in the Chinese market. What could the general manager do to help Capillary reach this goal within the next three years?
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Location:
Size:
Small
Other setting(s):
2018
About
Abstract
Capillary Technologies, an Indian customer relationship management software as a service company, provided cloud-based omnichannel customer engagement and related services to retailers and brands. In a country well known for software service companies, based primarily on labour cost advantages, Capillary was founded as a business-to-business software company (ie, an intellectual property company). After entering several Western markets, which was consistent with its lofty aspirations, Capillary decided to pursue Asian markets. The new venture relocated its headquarters from India to Singapore and made strong efforts to gain revenue in the Asia region-including the large, but intensely competitive, Chinese market. Capillary started by working with Western multinationals that were its customers in other markets. The company then began attracting local customers, as it established a Chinese technology team to cater to the unique technological ecosystems prevalent in China. Over a three-year period, Capillary achieved 200 per cent annual growth. With the opening of a new office in Guangzhou, Capillary then hoped to further deepen its presence in the Chinese market. What could the general manager do to help Capillary reach this goal within the next three years?
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Settings
Location:
Size:
Small
Other setting(s):
2018