Tootle’s second chance: leadership decisions in reviving a pioneering platform

What the paper says

Research methodology This case follows a protagonist-based narrative structure with Rubik Joshi positioned as the central decision-maker during Tootle’s post-crisis strategic inflection. The case is based entirely on secondary data. Sources include publicly available journalism, statements and social media posts from Tootle’s leadership team (particularly LinkedIn), and promotional content from Tootle’s official website and YouTube channel. These data were triangulated to construct an accurate and balanced depiction of the firm’s strategic decisions. No primary interviews were conducted, and no confidential or proprietary information was used in the preparation of this case. All characters and decisions are based on verifiable public material. As such, no institutional ethics review or human subjects’ approval was required, and no data have been disguised. Case overview/synopsis In mid-2024, the leadership team at Tootle, Nepal’s first ride-sharing platform, faces a strategic decision following a brand relaunch under Zapp Services Pvt Ltd. Once celebrated for pioneering gig-based mobility in Kathmandu, Tootle had collapsed due to technical setbacks, regulatory ambiguity and rising competitive pressure. Now under the direction of Joshi as managing director, Shreyas Krishna Shrestha as chief executive officer and Keyush Shrestha as chief operating officer, the company has stabilized operations and re-entered the market with a rebuilt platform and a new subscription business. At the center of the case is whether the leadership should expand beyond Kathmandu into other Nepali cities, such as Pokhara or Bharatpur, or instead consolidate its position in the local market first. It is designed as a strategy teaching case, applying classic frameworks such as SWOT and strategic group mapping to examine platform competition in an emerging market context. It is suitable for use in strategic management, entrepreneurship and digital innovation courses. Students will have the opportunity to apply tools such as SWOT analysis and strategic group mapping to examine platform strategy in an emerging market context. Complexity academic level This case is designed for use in upper-level undergraduate and graduate courses, including MBA programs. It is particularly well-suited for courses such as: It also aligns with curriculum modules on platform-based business models and scaling startups. The case is appropriate for various teaching modalities, including in-seat, hybrid and fully online formats. It has been classroom tested with MBA students in a strategic management course, where it was used to explore trade-offs in platform growth and competitive positioning in emerging markets.