Encompass: Creating innovation in broadcast, everyday (B)
This is a two-part case series. Case A begins in October 2012, when Encompass Singapore has introduced innovative ways to increase the capacity of its facility to cope with its fierce growth over the past few years in the Pay-tv industry. The company has captured over 50% of the market for outsource...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2019
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/cases_coll_all/273 https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-19-BATCH%20%5BPDF-Pic%5D/SMU-19-0022%20%5BEncompass%5D/SMU-19-0022B%20%5BEncompass%20B%5D.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | This is a two-part case series. Case A begins in October 2012, when Encompass Singapore has introduced innovative ways to increase the capacity of its facility to cope with its fierce growth over the past few years in the Pay-tv industry. The company has captured over 50% of the market for outsourced digital playout services in Asia. The sheer speed of growth that Encompass Singapore is experiencing calls for an innovative, solutions-driven approach to almost all aspects of the business. Growth in the media industry is costly and capital intensive. At the same time, the group is facing increased competition. Process innovation has been critical in supporting the growth of the company since 2009, but can that alone continue to fuel double-digit growth?
Case B is set in April 2019, when the media industry has shifted gear, and Pay-tv demand is declining. Online television content and Video on Demand services have instead started to see a growing demand in the market and Encompass is forced to adjust its strategy to cope with changing industry and market. Can process innovation continue to support the growth of the company amidst technology disruption and changing trends? What can be Encompass’s growth strategy moving forward?
Through this case, students will understand the concept of process innovation, and how it differs from business model or product innovation. They will learn to appreciate the factors that are required to develop a culture of constant innovation, and also analyse what are the drivers of innovation. The case is accompanied with an Online Teaching Note supplement. The case is suitable for undergraduate, postgraduate and executive education classes. |
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