CALISTA: Enhancing digital trade infrastructure with value-added services

Set in June 2021, the case documents the evolution and outcomes of CALISTA, a trade facilitation platform launched by Global eTrade Services (GeTS), Singapore, in 2018. With an affordable subscription model, CALISTA aided smooth trade flow by enabling single window management of the compliance, logi...

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Main Authors: BHATTACHARYA, Shantanu, APPASAMY, Lakshmi
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2022
Subjects:
Online Access:https://ink.library.smu.edu.sg/cases_coll_all/416
https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-21-BATCH%20%5BPDF-Pic%5D/SMU-22-0002%20%5BCALISTA%5D/SMU-22-0002%20%5BCALISTA%5D.pdf?CT=1649213686694&OR=ItemsView
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Institution: Singapore Management University
Language: English
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spelling sg-smu-ink.cases_coll_all-14112022-08-18T08:34:12Z CALISTA: Enhancing digital trade infrastructure with value-added services BHATTACHARYA, Shantanu APPASAMY, Lakshmi Set in June 2021, the case documents the evolution and outcomes of CALISTA, a trade facilitation platform launched by Global eTrade Services (GeTS), Singapore, in 2018. With an affordable subscription model, CALISTA aided smooth trade flow by enabling single window management of the compliance, logistics, and trade finance. The COVID-19 pandemic disrupted international trade flows and altered consumer behaviour, spurring the boom of eCommerce. The scenario prompted the trade community to embrace trade automation in its quest for predictability, visibility and efficiency. Consequently, CALISTA’s sales nearly doubled. However, driven by a legacy mindset, many SMEs were still doing trade the old-fashioned way. Kok Keong Chong, the Chief Executive Officer of GeTS, wondered how he could bring on board more customers to CALISTA. By analysing the case, students would learn to 1) leverage Single Window Systems for efficient delivery and access to public services, develop viable digital platforms, 2) build scalable infrastructure using digital platforms, 3) foster tacit public-private partnerships to co-create infrastructure, 4) use digital platforms to achieve market access, efficiency, growth and sustainability, and 5) evaluate the efficiency of business models from the perspective of different stakeholders using Business Model Canvas. 2022-04-01T07:00:00Z text https://ink.library.smu.edu.sg/cases_coll_all/416 https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-21-BATCH%20%5BPDF-Pic%5D/SMU-22-0002%20%5BCALISTA%5D/SMU-22-0002%20%5BCALISTA%5D.pdf?CT=1649213686694&OR=ItemsView Case Collection eng Institutional Knowledge at Singapore Management University Digital Platforms Digital Disruption IT Infrastructure Infrastructure and urban development Business Models Business Model Canvas Infrastructure Technology and Innovation
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Digital Platforms
Digital Disruption
IT Infrastructure
Infrastructure and urban development
Business Models
Business Model Canvas
Infrastructure
Technology and Innovation
spellingShingle Digital Platforms
Digital Disruption
IT Infrastructure
Infrastructure and urban development
Business Models
Business Model Canvas
Infrastructure
Technology and Innovation
BHATTACHARYA, Shantanu
APPASAMY, Lakshmi
CALISTA: Enhancing digital trade infrastructure with value-added services
description Set in June 2021, the case documents the evolution and outcomes of CALISTA, a trade facilitation platform launched by Global eTrade Services (GeTS), Singapore, in 2018. With an affordable subscription model, CALISTA aided smooth trade flow by enabling single window management of the compliance, logistics, and trade finance. The COVID-19 pandemic disrupted international trade flows and altered consumer behaviour, spurring the boom of eCommerce. The scenario prompted the trade community to embrace trade automation in its quest for predictability, visibility and efficiency. Consequently, CALISTA’s sales nearly doubled. However, driven by a legacy mindset, many SMEs were still doing trade the old-fashioned way. Kok Keong Chong, the Chief Executive Officer of GeTS, wondered how he could bring on board more customers to CALISTA. By analysing the case, students would learn to 1) leverage Single Window Systems for efficient delivery and access to public services, develop viable digital platforms, 2) build scalable infrastructure using digital platforms, 3) foster tacit public-private partnerships to co-create infrastructure, 4) use digital platforms to achieve market access, efficiency, growth and sustainability, and 5) evaluate the efficiency of business models from the perspective of different stakeholders using Business Model Canvas.
format text
author BHATTACHARYA, Shantanu
APPASAMY, Lakshmi
author_facet BHATTACHARYA, Shantanu
APPASAMY, Lakshmi
author_sort BHATTACHARYA, Shantanu
title CALISTA: Enhancing digital trade infrastructure with value-added services
title_short CALISTA: Enhancing digital trade infrastructure with value-added services
title_full CALISTA: Enhancing digital trade infrastructure with value-added services
title_fullStr CALISTA: Enhancing digital trade infrastructure with value-added services
title_full_unstemmed CALISTA: Enhancing digital trade infrastructure with value-added services
title_sort calista: enhancing digital trade infrastructure with value-added services
publisher Institutional Knowledge at Singapore Management University
publishDate 2022
url https://ink.library.smu.edu.sg/cases_coll_all/416
https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-21-BATCH%20%5BPDF-Pic%5D/SMU-22-0002%20%5BCALISTA%5D/SMU-22-0002%20%5BCALISTA%5D.pdf?CT=1649213686694&OR=ItemsView
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