Subject(s): Strategy & General Management Keyword(s): technological innovation, core capabilities, technology portfolio, value network

The case study describes the situation of mobile telephone network operators (MNOs) in 2010 facing a fast increase in the traffic over their third generation (3G) networks (UMTS) following the growing adoption of so-called “smart phones”. Smart phones had capabilities similar to a laptop computer in addition to the normal functions of a cellular telephone: they allowed user to access the internet virtually anywhere the 3G networks were deployed. Subscribers could thus download music, videos, application software (apps), and upload large files. There were growing concerns among MNOs that some content distributors, and especially Apple with its iTunes and App Store was capturing a large share of the customer value, while not carrying the huge cost of the network. Was there any way for them to regain a share of the content distribution?

Subject(s): Strategy & General Management Keyword(s): technological innovation, core capabilities, technology portfolio, value network

The case study describes the situation of mobile telephone network operators (MNOs) in 2010 facing a fast increase in the traffic over their third generation (3G) networks (UMTS) following the growing adoption of so-called “smart phones”. Smart phones had capabilities similar to a laptop computer in addition to the normal functions of a cellular telephone: they allowed user to access the internet virtually anywhere the 3G networks were deployed. Subscribers could thus download music, videos, application software (apps), and upload large files. There were growing concerns among MNOs that some content distributors, and especially Apple with its iTunes and App Store was capturing a large share of the customer value, while not carrying the huge cost of the network. Was there any way for them to regain a share of the content distribution?

Subject(s): Human Resources Management/Organizational Behavior Keyword(s): talent management, management development, leadership pipeline, developing from within, hiring from outside, talent retention, high potential, psychological contract, re-engineering, restructuring, economic crisis, low growth market

The case describes the challenges faced at BestCar Bank with respect to talent management and leadership development in the context of a difficult business environment, low-growth markets, and fundamental organizational changes. BestCar Bank is an automotive financial services provider, part of one of the Germany’s most premium car manufacturers. After years of high growth and internationalization, the company is finding only limited growth opportunities in the developed countries of the Western World. The management attention has shifted to re-engineering initiatives to make the organization lean and efficient. The economic crisis has increased the pressure to reduce costs and increase efficiency. Despite a state-of-the-art talent management, BestCar Bank faces increasing difficulties in retaining and developing talent. The case can be used to facilitate a discussion and exchange on questions such as - how talent management can be adapted to a changing environment, - what driving and restraining forces influence the success of talent management, - how the link between strategy, change, and talent management can be re-established, - and how a modern management development today can look like.

Subject(s): Human Resources Management/Organizational Behavior Keyword(s): leadership, authorization, de-authorization, mutiny, followers, ethics, revolt, team, high-performance teams

The case recounts the development of the French national soccer team between 2004 - when Raymond Domenech became head coach for the French national team - and the devastating performances on and off the field by Team France during the World Cup in South Africa in 2010. After a brief overview of French soccer history, the case introduces Raymond Domenech and provides information about his career up to 2004. It presents his unique character and the soccer philosophy that made him such a promising new head coach for the French soccer team. The case continues by describing the developments over the coming years. Its main focus is Domenech but the case also looks at the soccer players - specifically their roles and behaviors vis-à-vis Domenech - the French Football Federation (FFF) as the organization that gave Domenech the job of head coach, as well as developments in the public's perception of Domenech and his work. The narrative culminates in a description of the events on June 20, 2010, when - as an act of solidarity with a player who was dismissed from the team and the tournament - the French soccer team, in front of the television cameras, refused to follow Domenech and boycotted the public training that was announced for that day. The case ends by describing the reactions of fans, media, politicians, and French officials to the events, the measures that the FFF took following the scandal, and the interpretations different observers formulated in the weeks that followed.

Subject(s): Strategy & General Management Keyword(s): competitive strategy, low-cost competition, low-frills products, reverse innovation, sales, China, Siemens, market entry

The case is set in November 2007. Matthias Rebellius, head of the business unit fire safety and security products, has to make a decision about the China strategy for the fire systems unit. Siemens has a very strong position globally in fire systems. Especially in developed markets, in the so-called M1 segments, Siemens is often number one or two. But worldwide and especially in China, the so-called M2 and M3 markets (Siemens terminology) had strong growth, but Siemens was not very well positioned in these segments of the market.
The case begins with a short introduction outlining the situation. It then gives a detailed background on Siemens, especially the operating division Building Technologies (BT), and within BT the business unit Fire Safety & Security Products (FS). The case illustrates that the BT division was mainly active in mature, developed markets with slow growth rates. At the same time, there was an aggressive goal of achieving annual growth rates of more than five percent with an EBIT margin of 7 to 10 percent.

Subject(s): Ethics & Social Responsibility Keyword(s): business ethics, negotiation, cross-cultural negotiation, ethics in negotiation

The case study, which serves (in combination with two case supplements) as information for a negotiation exercise, describes the joint venture negotiation between Mr. Hartmut Holgebretsen, vice president of sales at Euroland Motors, in the English-speaking country of Norland (in North-West Europe), and Mr. Wu Chang, deputy president at Munchao Motors Import (MMI) in the country of Munchao (East Asia). The negotiation takes place after the agreement on an initial "Letter of Intent." However, MMI now wants to reopen a few issues before signing a final contract on the import of gas and diesel engines. The case study itself contains "General information" that is available to both negotiation parties. In separate case supplements, Supplement (A): "Negotiation brief for Euroland Motors" and Supplement (B): "Negotiation brief for MMI," the two parties receive confidential information that is exclusively for them and should not be made available to the other party before the negotiation exercise. The case combines three levels for discussion: (a) business issues, (b) cross-cultural issues, and (c) ethical issues (especially "dirty" negotiation tricks, intellectual property rights, confidential information, and corruption). The exercise allows students to realize the interrelatedness of these three dimensions and the fact that the involved parties can negotiate on all three levels.

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Subject(s): Ethics & Social Responsibility Keyword(s): business ethics, corruption, dealing with ethical dilemmas, preventing ethical dilemmas, issues of professional code of conduct in services industry (esp. consulting), managing client relations in professional services industry, governance, conflict of interest

On October 26, 2004, Norman Nicholls - partner of the consulting company "Seattle Management Consultants" in London (UK) - received a phone call from Jesper Lind, board member of Telco-Equipment-Experts. Jesper told Norman: "If you don't change your recommendation on the outsourcing job you are doing for Damotel, our business relationship might suffer in the future."

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Subject(s): Strategy & General Management Keyword(s): negotiation, distributive negotiation, integrative negotiation, European cross-border infrastructure projects, implications on management of permitting and communication, different approaches to negotiations

The case describes the situation of Dirk von Ameln, permitting director of Nord Stream, in his negotiation efforts to obtain the necessary national permits for the construction of the Nord Stream pipeline. In order to obtain the Danish construction permit, Dirk von Ameln has to reach an agreement with the Danish fishermen, who fear a negative impact on their trade from the construction and operation of the pipeline. The case can be used in its two-party form for introductory negotiation courses. It serves multiple objectives, among them: 1. to understand the steps in preparing negotiations (defining own interests, improving own alternatives, determining the other party's best alternative to a negotiated agreement (BATNA), defining a win set and the objective for the negotiation); 2. to understand the difference between distributive and integrative negotiations, specifically to demonstrate the potential for joint value creation in negotiations with public authorities; 3. to understand the process of negotiation in European cross-border infrastructure projects and its implications on developing company competencies such as management of permitting and communication; and 4. to analyze different approaches to negotiations and their implication on current negotiation strategies and future negotiations and relationships.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): social psychology, behavioral economics, decision making, irrationality, value attribution bias, loss aversion, diagnosis bias/filtering, intuition, employment, filtering, crash, KLM

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): social psychology, behavioral economics, decision making, irrationality, value attribution bias, loss aversion, diagnosis bias/filtering, intuition, employment, filtering, crash, KLM

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): social psychology, behavioral economics, decision making, irrationality, value attribution bias, loss aversion, diagnosis bias/filtering, intuition, employment, filtering, crash, KLM

The three-part case study "Mr. KLM" recounts the story of the world's deadliest plane accident: the crash of two Boeing 747 aircraft at Tenerife in 1977. The case describes both the actual events leading up to the disaster as well as the main character and the case protagonist, KLM Captain Jacob "Jaap" Veldhuyzen van Zanten, to account for the fact that there had actually been two crashes that day: the airplane crash and the crash of "Mr. KLM," Jacob Veldhuyzen van Zanten. The case illustrates the paradigm of a homo rationale who, in an unusual situation, seems to throw aboard principles of rationality while reverting to decisions and behaviors best understood in the light of intuitive, unreflected, biased, or irrational decision making. The case serves as an illustration of findings and principles of social psychology, irrational decision theory, and behavioral economics.

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Subject(s): Strategy & General Management Keyword(s): Lady Gaga, Google, Apple, Twitter, Facebook, MySpace, music, strategy, innovation, Universal, Sony

Lady Gaga was named the artist of the year in 2010 by Billboard, just one year after she earned the title of top new artist. Her Monster Ball Tour was the 4th highest grossing tour of the year and her album 'Fame Monster' was the best selling in the world. By the end of 2010 she had seven consecutive songs that reached the two million mark in paid downloads in the US, with the total estimated sale of her recordings surpassing fifteen million albums and fifty-one million singles worldwide. She had been voted by Time Magazine as one of the most influential people of the year, and within just a few years her total income has exceeded the total lifetime earnings of rock veteran such as U2 and AC/DC. This case study provides an overview of Lady Gaga's career as a musician and artist and the circumstances that supported her success. Information on the challenges facing the global music industry due to digital distribution and piracy is also provided. The case study enables students to develop a good understanding of the elements of strategic innovation, and how an individual (or organization) can shake up an established industry merely by framing and answering the fundamental strategic questions 'Who is the customer?', 'What do I offer this customer?', and 'How do I create value for the customer - and ultimately myself?' differently. It provides rich data to discuss the way in which new technologies (especially social media) can be used as tools for innovation. The case is complemented with extensive multimedia, including interviews, music video clips and still images. The case study is intended for MBA courses in strategic management, innovation and marketing. It can also be used in an executive education program, for example as part of a strategy or innovation management program to discuss issues related to strategic innovation in established industries.

Subject(s): Strategy & General Management Keyword(s): negotiation, intercultural management

Suitable for MBA, EMBA, GEMBA, and executive education program in coursed on negotiation and intercultural management. This case is based on actual negotiations and data. The scenario has been adjusted and simplified for teaching purposes. The case describes the situation of Philip Fisch, a sales representative of a German midsize engineering company, in his negotiation efforts to close his second deal with Juan Antonio Fajardo Duque, vice minister of the Cuban Ministry of Foreign Trade. It provides general information about the situation (UVA-OB-1019, the A case) and confidential information for students playing the roles of Fajardo and Fisch (UVA-OB-1020 and UVA-OB-1021, the B and C cases, respectively.

Subject(s): Strategy & General Management Keyword(s): negotiation, intercultural management

Suitable for MBA, EMBA, GEMBA, and executive education program in coursed on negotiation and intercultural management. This case is based on actual negotiations and data. The scenario has been adjusted and simplified for teaching purposes. The case describes the situation of Philip Fisch, a sales representative of a German midsize engineering company, in his negotiation efforts to close his second deal with Juan Antonio Fajardo Duque, vice minister of the Cuban Ministry of Foreign Trade. It provides general information about the situation (UVA-OB-1019, the A case) and confidential information for students playing the roles of Fajardo and Fisch (UVA-OB-1020 and UVA-OB-1021, the B and C cases, respectively.

Subject(s): Strategy & General Management Keyword(s): negotiation, intercultural management

Suitable for MBA, EMBA, GEMBA, and executive education program in coursed on negotiation and intercultural management. This case is based on actual negotiations and data. The scenario has been adjusted and simplified for teaching purposes. The case describes the situation of Philip Fisch, a sales representative of a German midsize engineering company, in his negotiation efforts to close his second deal with Juan Antonio Fajardo Duque, vice minister of the Cuban Ministry of Foreign Trade. It provides general information about the situation (UVA-OB-1019, the A case) and confidential information for students playing the roles of Fajardo and Fisch (UVA-OB-1020 and UVA-OB-1021, the B and C cases, respectively.

Subject(s): Strategy & General Management Keyword(s): marketing strategy, technology management, corporate entrepreneurship, from products to services, innovation, new business, new products and services

The case describes the challenges faced at Infoterra, a small entity of Europe's largest aerospace and defense corporation, EADS, with respect to bringing innovative products and services to market. The case may serve to explore two areas. The first area is about how to develop a marketing strategy for new products and services when there are many uncertainties: Who will be the customers? How big is the market? What prices can be charged? The other area is about corporate entrepreneurship. The case can be used to explore how a large company can support and govern new businesses and how it can turn an entrepreneurial idea to success. The differences between existing and new businesses can be explored and the required strategies, structures, cultures and leadership be discussed. The case describes the situation at Infoterra from the perspective of its managing director and enables lively discussions about his challenges and what he and his bosses should do to make the business a success.

Subject(s): Strategy & General Management Keyword(s): growth, innovation, driving change, internationalization, leadership, strategy, China, US, Germany, customization, transfer of brand, merger endgame

The Haier case focuses on how Zhang Ruimin, CEO of the Qingdao Refrigerator Factory, manages to develop a nearly bankrupt factory producing bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, he: a) manages to improve the quality of the refrigerators produced by putting the right incentives and processes into place; b) expands the product range into other areas of the white goods sector, the after-sales services area as well as into the brown goods and financial services sectors; and c) moves aggressively into foreign markets with inroads made very early on into the largest and most competitive markets of America and Europe.
All of this took place against the backdrop of a China still smarting from the political and economic upheavals of the years and decades before.
The second part of the Haier case (Case B) focuses on the limitations to growth. After Haier achieved outstanding growth, there were a number of cultural and organizational issues to address. Case B should only be used after a discussion of Case A.

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Subject(s): Strategy & General Management Keyword(s): growth, innovation, driving change, internationalization, leadership, strategy, China, US, Germany, customization, transfer of brand, merger endgame

The Haier case focuses on how Zhang Ruimin, CEO of the Qingdao Refrigerator Factory, manages to develop a nearly bankrupt factory producing bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, he: a) manages to improve the quality of the refrigerators produced by putting the right incentives and processes into place; b) expands the product range into other areas of the white goods sector, the after-sales services area as well as into the brown goods and financial services sectors; and c) moves aggressively into foreign markets with inroads made very early on into the largest and most competitive markets of America and Europe.
All of this took place against the backdrop of a China still smarting from the political and economic upheavals of the years and decades before.
The second part of the Haier case (Case B) focuses on the limitations to growth. After Haier achieved outstanding growth, there were a number of cultural and organizational issues to address. Case B should only be used after a discussion of Case A.

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Subject(s): Strategy & General Management Keyword(s): timing of innovation, first mover advantage, program management, business strategy

The case study describes the strategic moves of Airbus in the twin-aisle-twin segment since the announcement by Boeing of the launch of its 787 Dreamliner. Airbus' clients initially reacted negatively to the strategic response on two occasions by criticizing the design of its competitive offering. By the end of 2006, however, there were positive signs that the new design, the A350 XWB, would be able to find its market. However, the formal industrial launch was not yet made and the A350 program management office had been asked to prepare a series of proposals to the Board of EADS regarding the next steps.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): initiating change, implementing change, change management, communication of change, lateral change / leading change from the middle, influencing / persuading, stakeholder management, power and politics in organizations, change in a global matrix organization

Anna Frisch has tried to initiate change at Aesch AG, a large global provider of medical devices for the healthcare industry. As marketing director, she has identified major shifts in German healthcare that demand that Aesch changes its ways of approaching customers. Instead of targeting the specific needs of doctors in hospitals, Aesch should rather address the new decision makers: the CEOs, CFOs, or CIOs of hospitals, who have a different buying logic. In Aesch's matrix organization (global product responsibility, supported by regional sales) Anna wants to convince the heads of marketing for the different product businesses to change. She seems to be able to quickly convince her colleagues of what she calls "C-level marketing." However, as soon as work is supposed to start, she realizes that commitments were less strong than she assumed. A few weeks later, Anna is clearly told that there will be no support for her.
The short case study is set when Anna realizes the failure of her change initiative. The case discussion allows analyzing and discussing various mistakes in the areas of:
- defining an attractive vision and strategy,
- reading and playing the organizational culture, power and politics,
- communicating a change initiative successfully,
- managing the stakeholders.
The case is supported by a 6-minute video showing Anna reflecting on the events, her analysis of failure, and her personal preferences as of December 2008.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): Leadership, leading experts, leading clever people, leading in flat organizations, followership, non-hierarchical leadership, distributed leadership, shared leadership, team, self-governing teams, leadership in matrix organizations, leadership in network organizations, leadership rotation, leadership as a process, trust-control relationships

The 15-minute video case study presents the Orpheus Chamber Orchestra, a world-renown orchestra that works without a conductor and is thus very different from almost every other orchestra of its size in the world. The musicians are responsible for jointly developing the interpretation of a piece of music. Everybody is asked to contribute to this process. The orchestra members are rotated frequently, so that everybody is a soloist or section leader at times, in the "tutti" at other times. Put differently, every musician is a leader at times, a follower at other times. The case study is showing how the orchestra works in the context of workshops with executives from the corporate world. The case focuses on contributions by the musicians of Orpheus, outlining the vision, the process of work, and the underlying values shared by the orchestra members. The case illustrates principles of shared, distributed leadership and thus sheds light on traditional, hierarchical concepts of leadership and aspects of leadership and teamwork.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive leadership, leadership, adaptive change;change, resistence to change

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive leadership, leadership, adaptive change;change, resistence to change

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive leadership, leadership, adaptive change;change, resistence to change

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive leadership, leadership, adaptive change;change, resistence to change

The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

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Subject(s): Strategy & General Management Keyword(s): investment decision, quantitative decision-making, discounted cash flow, net present value, sensitivity analysis, scenario analysis, uncertainty, risk, Monte Carlo simulation, decision trees, spreadsheet modeling, electricity generation, transmission investment, internationalization

The case describes the first quantitative steps in the evaluation of an investment opportunity. It follows the representative of a German utility on his data enquiries about the project of an independent power plant (IPP) in Mexico. The case aims to familiarize students with the most common tools of quantitative decision-making and to make students aware of the advantages and potential pitfalls of these tools. In investments decisions, the use of these techniques can complement a qualitative or strategic choice by providing monetary information related to one or more investment paths. Most importantly, the methods employed in this case allow students to experience different levels of complexity in quantitative analysis, ranging from a standard discounted cash flow analysis to stochastic simulation and decision trees. After having accomplished the case, students will have a basic understanding how to conceptualize strategic investment decisions and implement the appropriate algorithms in spreadsheet modeling.

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Subject(s): Strategy & General Management Keyword(s): strategic innovation, strategy, resources, art, entrepreneurship, disruptive innovation, marketing, competitive advantage, resource-based view, breakthrough strategy

On September 15 and 16, 2008, the British artist Damien Hirst broke all rules of the art market. He bypassed conventional distribution channels - dealers and gallery owners - by directly partnering with Sotheby's auction house - and with their help successfully sold more than 200 pieces of his works. Sotheby's auctioned art works which were less than two years old, which was another break from tradition. Hirst earned more than £110 million from the auction - in the midst of a global economic crisis and on the same day that the Lehman Brothers Investment house collapsed.
The case study provides an overview of Hirst's career as an artist and the circumstances that supported his success. The case study enables students to develop a good understanding of the elements of a strategic innovation, and how an individual (or organization) can shake up an established industry merely by framing and answering the fundamental strategic questions "Who is the customer," "What do I offer this customer," and "How do I create value for the customer - and ultimately myself" differently. The case provides detailed information on the structure and size of the global art industry, a market that was estimated by The Economist to account from some $50 billion in sales in 2008, down from $65 billion at its peak in 2007.

This case is also available in German under the no. ESMT-310-0105-1D

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Subject(s): Ethics & Social Responsibility Keyword(s): responsible leadership; ethics; responsibility; ethical dilemma; case method; leadership; ambiguity; utilitarianism; deontology; corporate governance; business ethics; corporate responsibility; values; human behavior; organizational behavior

The "Drawbridge" is the short story of a Baroness who - despite orders by her husband not to leave the castle - pays a Servant so that she can leave the castle to visit a Lover over night. On her way back to the castle, she is killed by a madman after she unsuccessfully tried to get help from her Lover, a Boatman, and a Friend.

The half-page story has been circulating for more than three decades and is widely used for educational purposes in legal, sociological, philosophical, and business classes throughout the world. Even though this "classic" and its use in the classroom are documented in books, articles, web pages and even internet videos, we were unable to identify a teaching note that explains the use of the story as a case study in the context of management and leadership classes. The case has been so successful because it is so rich - it allows the discussion of a broad range of topics, but we only found scattered descriptions of individual aspects of the case. Further, in addition to the existing text version of the case, we asked a young artist to turn the story into a comic strip. Depending on the setting of the class (esp. class composition and use of other readings) you might either want to use the text version or the comic strip.

This case is also available in German under the no. ESMT-710-0104-1D

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): feedback, giving feedback, receiving feedback, coaching, leadership

"It takes two to speak the truth - one who speaks and one to hear." (Thoreau)
This 19-minute video case-study documents scenes from a workshop of the Critical Orchestra (Das Kritische Orchester), a music ensemble consisting of very experienced musicians who are joining once a year for very special rehearsing sessions. The musicians - from such world class ensembles such as the Berlin Philharmonic, the Staatskapelle Berlin, or the Gewandhausorchester Leipzig - work and have worked with the world's leading conductors: Karajan, Bernstein, Kleiber, Abbado, Rattle, Barenboim etc. In this special workshop they will, however, be led by rather inexperienced conductors in their late twenties or early thirties. These young conductors are given the chance to rehearse selected pieces with the orchestra - only to then be given feedback by these very experienced, world-class musicians. The case study owns much of its force to the double-reversed setup vis-a-vis expectations: Senior, experienced musicians being led by rookie conductors; and the musicians in the orchestra telling the conductors what to do.
The case study can be used to illustrate the concept of feedback, focusing on the challenge of making this process effective for the parties involved. It allows for reflections on giving and receiving feedback and may be used in courses covering issues related to feedback or coaching (individual consultations, group coaching, or peer coaching). It can also be used to introduce feedback and coaching elements into programs then serving as an introduction and lead-up to these program elements.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive change, role of leadership, communication of change, resistance to change, leadership and public relatiuoins, change leadership

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The case serves as fruitful ground for exploration of the theory of adaptive change as put forward by Heifetz & Linsky (2002), Heifetz, Grashow, & Linsky (2009a, 2009b), discussion of the dangers of leading (Heifetz & Linsky, 2002), and psychological challenges of leading (Kets de Vries, Korotov, & Florent-Treacy, 2007).

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive change, role of leadership, communication of change, resistance to change, leadership and public relatiuoins, change leadership

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The case serves as fruitful ground for exploration of the theory of adaptive change as put forward by Heifetz & Linsky (2002), Heifetz, Grashow, & Linsky (2009a, 2009b), discussion of the dangers of leading (Heifetz & Linsky, 2002), and psychological challenges of leading (Kets de Vries, Korotov, & Florent-Treacy, 2007).

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): adaptive change, role of leadership, communication of change, resistance to change, leadership and public relatiuoins, change leadership

This three-part case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the world's largest telecommunication companies. The case portrays some of the efforts undertaken by Deutsche Telekom under the leadership of René Obermann after his ascent to the CEO position in that organization. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and the psychological challenges of leading necessary, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously attempt to divert the change-oriented leader from pushing the organization forward. The case serves as fruitful ground for exploration of the theory of adaptive change as put forward by Heifetz & Linsky (2002), Heifetz, Grashow, & Linsky (2009a, 2009b), discussion of the dangers of leading (Heifetz & Linsky, 2002), and psychological challenges of leading (Kets de Vries, Korotov, & Florent-Treacy, 2007).

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): leadership, change, leadership archetypes, situational leadership, leading change, transformational change, change curve, adaptive change, leadership career cycles

The case opens with a brief overview of the successful past of "Bayern", introduces the main players in Bayern Munich's leadership team, gives an insight into the club leadership's aspirations for European Champions League title, and illustrates the club's indispensable demand for short term success. The case continuous reporting the many changes that Klinsmann introduced to club and team after taking over his new responsibilities before it then gives an account of the season 2008/2009. The case culminates in Klinsmann getting fired and the club management's return to the exact same philosophies that were valid before Klinsmann's arrival.

This case is also available in German under the no. ESMT-409-0099-1D

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Subject(s): Strategy & General Management Keyword(s): transformation strategy, departmental strategy, crisis change, turnaround, communication of change, change leadership

Jim Robertson was on his way to London on January 6, 2003 to start his new assignment. At 33, he was to be the new player in the London management team of Wisant, a technology-consulting firm that thirteen years after its foundation already looked back on a lively and uneven history. This former New Economy star was now fighting for survival in a market that had dramatically changed between 2000 and 2002. Wisant's CEO James Watson had send Jim to London to realign the managerial system of the UK subsidiary, which had experienced a significant drop in revenue over the previous 12 months.

This case is also available in German under the no. ESMT-309-0098-1D

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Subject(s): Strategy & General Management Keyword(s): low-income consumers, poverty, developing countries, rural marketing, sales strategy, sales management, base of the pyramid, marketing, Africa, Nigeria, telecommunication, mobile communication, convergence

This is the second of a two-case series (ESMT-309-0096-1 and ESMT-309-0097-1 ). The cases explore Celtel Nigeria's innovative approach to serving the rural poor. The (A) case provides an overview of the mobile telecommunications market in Nigeria as of mid 2007, as well as detailed demographic and socioeconomic information. At the time of the case Celtel Nigeria is the second largest mobile telecommunications company in the Nigerian market with a 28% market share and a subscriber base of approximately 8 million. The company has experienced considerable success in serving Nigeria's cities and larger towns, but has only recently shifted its attention to serving poorer consumers in rural areas - a massive but as of yet untapped market. But this shift from urban to rural has not been easy, and although some 50% of Nigeria's population live in rural regions the challenges of reaching them sometimes seem overwhelming. The absence of a reliable national electricity grid means that the company's rural telecommunication towers have to be run on diesel generators, resulting in high maintenance and diesel fuel costs. Theft and vandalism of expensive communications equipment and generators has emerged as a major concern, resulting in the need to employ full-time security guards on virtually every base station site outside of urban areas. The distribution and marketing of products and services is also a challenge, with existing distributor networks well established in urban areas, but virtually absent from the countryside. On top of all this, while there is a real demand for telecommunications services most consumers in rural areas still see mobile telephony as an expensive necessity, with affordability remaining a very real issue for many communities. At the end of the (A) case Celtel Nigeria's Chief Operating Officer Lars Stork is pondering the challenges of bringing the benefits of mobile telecommunications to Nigeria's rural poor, setting the scene for analysis by students in suggesting potential route to market approaches for the company. The (B) case demonstrates how Celtel has been able to implement a highly innovative marketing strategy to serve low-income rural customers. At the heart of this marketing approach is what is called the Rural Acquisition Initiative (RAI), a micro-franchising model involving partnerships with local entrepreneurs. It is recommended that both case (A) and (B) are distributed to students, but the case can also be taught if only the (A) case is distributed. In the latter situation, instructors will still need to review the (B) case to be able to explain the business model behind the rural acquisition model.

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Subject(s): Strategy & General Management Keyword(s): low-income consumers, poverty, developing countries, rural marketing, sales strategy, sales management, base of the pyramid, marketing, Africa, Nigeria, telecommunication, mobile communication, convergence

This is a two part case study that explores Celtel Nigeria's innovative approach to serving the rural poor. The A Case provides an overview of the mobile telecommunications market in Nigeria as of mid 2007, as well as detailed demographic and socioeconomic information. At the time of the case Celtel Nigeria is the second largest mobile telecommunications company in the Nigerian market with a 28% market share and subscriber base of approximately 8 million. The company has experienced considerable success in serving Nigeria's cities and larger towns, but has only recently shifted its attention to serving poorer consumers in rural areas - a massive but as of yet under tapped market. But this shift from urban to rural has not been easy, and although some 50% of Nigeria's population lives in rural regions the challenges of reaching them sometimes seem overwhelming. The absence of a reliable national electricity grid means that the company's rural telecommunications towers have to be run on diesel generators, resulting in high maintenance and diesel fuel costs. Theft and vandalism of expensive communications equipment and generators has emerged as a major concern, resulting in the need to employ full-time security guards on virtually every base station site outside of urban areas. The distribution and marketing of products and services is also a challenge, with existing distributor networks well established in urban areas, but virtually absent from the countryside. On top of all this, while there is real demand for telecommunications services most consumers in rural areas still see mobile telephony as an expensive necessity, with affordability remaining a very real issue for many communities. At the end of the A Case Celtel Nigeria's Chief Operating Officer Lars Stork is pondering the challenges of bringing the benefits of mobile telecommunications to Nigeria's rural poor, setting the scene for analysis by students in suggesting potential route to market approaches for the company. The B Case demonstrates how Celtel has been able to implement a highly innovative marketing strategy to serve low-income rural customers. At the heart of this marketing approach is what is called the Rural Acquisition Initiative (RAI), a micro-franchising model involving partnerships with local entrepreneurs. It is recommended that both Case A and B are distributed to students, but the case can also be taught if only the A Case is distributed. In the latter situation, instructors will still need to review the B case to be able to explain the business model behind the rural acquisition model. There is also PowerPoint pack and video CD-Rom to complement the case study, and both are highly recommended to enhance the classroom experience. Both can be ordered via the ECCH Collis website.

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Subject(s): Marketing Keyword(s): B2B marketing, competitive strategy, from product to service business, customer management, organizing the sales force

Voith Paper, one of the two big international suppliers of premium, technically complex machines for paper production, has to improve its profitability. This also affects Mr. Kohl, senior sales executive of the product division with the highest turnover. He, however, does not want to save the additional millions through cost or personnel reduction. Instead, he plans to sell the consulting services of his sales engineers and thus meet the financial target.

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Subject(s): Strategy & General Management Keyword(s): competitive strategy, industry analysis, telecommunications industry, industry dynamics, PESTER, five forces, positioning, marketing, mobile communication, quadruple play, core competencies, competitive advantages, convergence

This case study provides a discussion of how Virgin Mobile, an innovative virtual mobile network operator, has developed a unique position in the UK market through unique positioning and strong business system fit. The first section of the case discussion focuses on the rather innovative Virgin Mobile's business model and strategy and the firm's underlying business activities that provided a uniquely differentiated positioning in the UK mobile telecommunications sector up until mid 2005. The second section explores how Virgin Mobile was able to achieve sustainable competitive advantage over the period from 1999 to 2005, but then turns to an analysis of how the firm's competitive advantage has been eroded by changes in regulation and a shift in the competitive environment.

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Subject(s): Strategy & General Management Keyword(s): liberalization, change in industry environment, industry analysis, different kind of competitor groups, transformation, drivers of change, company model, hard- and software of a company, areas of change, role of CEO, role of middle management, transformational leadership, kind of transformations

The case aims to leverage the telecommunications industry as an earlier analogue for the development of infrastructural industries (e.g. utilities, railways, aviation) in times after liberalization. It describes the years of Deutsche Telekom CEO Kai-Uwe Ricke. By doing so, it provides students with the opportunity to analyze the need to adjust the company model to a changing competitive environment and the role of leadership in times of transition.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): career, executive education, executive development

Personal Career Workout for Executives is a courseware developed to help instructors and executive coaches and consultants discuss topics related to careers and career management with experienced course participants and coaching clients. This courseware is developed to introduce the topic of careers and career management to adult audiences and to help program participants engage in reflection and/or discussions related to their own careers.

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Subject(s): Strategy & General Management Keyword(s): general management, mergers and acquisition, business strategy, change management, corporate culture

Michel Portal, an executive with Auchan in France, has been appointed to head up a new acquired subsidiary in the imaginary country of Syldavia. This case is based on a real situation that has been disguised to ensure confidentiality of the persons involved. Syldavia, as a the host country is depicted as a economy in transition, and as such could be considered as one of the eastern and central European countries, although the case that inspired this situation is not situated in this part of the world. Auchan Syldava is typical of a "taking charge" case study where participants are expected to help Michel Portal, the new CEO, to develop a strategy for his new assignment for a company that he is expected to turn-around in a relatively short time span. The case provides a detailed description of the Grünfeld group which Auchan has acquired as well as the strategic, organizational and cultural context both at the mother company and the new subsidiary.

This is a revision.

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Subject(s): Ethics & Social Responsibility Keyword(s): ethics, financial crisis, toxic products, general management, responsible leadership

This short (1 page) case describes 38 year-old George Martin, who is having second thoughts about the possible 'toxic' effects of video games - the main business of the division where he is currently CFO. His concern is focused on violent video games in particular, and the widespread concern that they are easily accessible to children of all ages, some of whom may be influenceable by what they see. Apparently George may soon be offered an opportunity to take over as General Manager of the division, and on an evening out with two friends from 'B'-school days (one with responsibility for a sport utility vehicle automobile line, and the other working for a leading tobacco brand) they discuss the recent financial crisis and the 'toxic' products which triggered it. A conversation in a bar raises the question about the toxicity of their own businesses, and implicitly the issue of their own responsibility as executives, relative to that of the consumer who buys the product, or government who might provide oversight and regulation.

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Subject(s): Strategy & General Management Keyword(s): boards, board-management relationship, board-CEO relationship, board information needs, board composition, board responsibilities

Greta Braun, a well respected German Professor of Management, joins the board of Infotech as one of only two non-executive directors. The first board meeting is a surprise since a 5 million euro acquisition decision is passed without any significant questioning or debate. After the board meeting she questions the board chairman about board functioning and procedures. The upshot is that she, as a newcomer and relative outsider, is asked to prepare her thoughts on these issues for the next board meeting. The board chairman suggests that two main subjects should be put on the table: First, how the board, which includes three founder-owners, should relate to the CEO (who is one of these); second, what kind of information the board should expect to get from management to do its job and fulfill its legal obligations.

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Subject(s): Entrepreneurship Keyword(s): start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital

The conversations the four partners had in early January about the Lifestyle Portfolio Project had highlighted the essence of the trade-offs between potential benefits and rewards to fractional owners, financial investors, if there were to be any, and themselves.

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Subject(s): Entrepreneurship Keyword(s): start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital

In early January 2006, the four partners knew that if any changes were made in the approach they had been taking in the months before Christmas (see The Rare Find A), they would also have to make some changes in the December draft of their marketing brochure..

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Subject(s): Entrepreneurship Keyword(s): start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital

The Christmas break had provided some badly needed time for the four partners to check some of their initial assumptions and conclusions about how to realize the Lifestyle Portfolio opportunity. While still committed to the basic directions set earlier, they had nevertheless agreed to check the financial implications of some key alternatives.

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Subject(s): Entrepreneurship Keyword(s): start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital

During the last two weeks of December 2005, the four founding partners of the Rare Find, based in Cape Town, South Africa, were all on the road following up business ideas. Nearly all of these ideas had resulted from a well-placed magazine article in one of the South Africa's leading real estate publications several months earlier.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): leadership, change, leadership archetypes, situational leadership, leading change, transformational change, change curve

On July 29, 2004 the German Football Association (Deutscher Fußballbund; DFB) announced that Jürgen Klinsmann had been chosen to prepare the national soccer team for the World Cup, to be held in Germany in the summer of 2006. The public responded to this announcement with a great deal of surprise and skepticism; two years later - on July 11, 2006 - it would respond to Klinsmann's announcement that he would not renew his contract with even greater regret. During the two years in which Klinsmann led the team, Germany experienced a soccer revolution. True, the team and Klinsmann's staff had not realized Klinsmann's goal of winning the World Cup; the Germans came third. But in this period Klinsmann would succeed, despite considerable resistance, in introducing major reforms. He would steer a team that had hit rock-bottom both psychologically and technically back to a world-class level. The soccer team's appearance on and off the field galvanized ordinary Germans and contributed significantly to the World Cup's huge success: all its games were sold out; the mood was euphoric in the stadiums, in the public viewing areas set up in many cities, and in the streets; hundreds of thousands of Germans and foreign fans celebrated together; and images of a friendly, open Germany circulated around the world, correcting the cliche about dour Germans.

This case is also available in German (No. ESMT-408-0088-1D) and Russian (No. ESMT-408-0088-1R).

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Subject(s): Strategy & General Management Keyword(s): team management, leadership, crew resource management, crisis management

The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of Crew Resource Management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as team and the fully functional plane eventually crashes. As a result of this accident the concept of Crew Resource Management has been developed to optimize teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of Crew Resource Management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.

This case is also available in German under the no. ESMT-308-0087-1.

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Subject(s): Strategy & General Management Keyword(s): team management, leadership, crew resource management, crisis management

The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of Crew Resource Management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as team and the fully functional plane eventually crashes. As a result of this accident the concept of Crew Resource Management has been developed to optimize teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of Crew Resource Management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.

This case is also available in German under the no. ESMT-308-0086-1D.

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Subject(s): Ethics & Social Responsibility Keyword(s): banking, ethics, conflict of interest, politics, leadership, crew resource management

This case describes the events that led to the near-collapse of Bankgesellschaft Berlin and the subsequent restructuring that was completed in July 2007. The state-owned bank was saved from failure by a capital injection of 1.8 billion euros and a guarantee for the covering of losses of up to 21.7 billion euros provided by the state of Berlin. These measures almost bankrupted the state of Berlin and had wide-ranging political consequences. The case therefore highlights the current problems of the German banking system, which is dominated by publicly-owned savings banks. The case covers the events of Bankgesellschaft Berlin between 1996 and 2006. It opens with Thomas Kurze, a member of the management board of Bankgesellschaft Berlin, in November 2000. He has to decide on a proposal for raising cash to prevent the looming collapse of the bank. The dilemma of Thomas Kurze is told from two angles: (1) the managerial angle focuses on saving the bank through recapitalisation or restructuring, and on the limits set by the co-determination of the supervisory board; and (2) the personal angle focuses on his individual responsibility to the bank versus the pressure and demands of the politicians involved. This includes the discussion of his personal values being in conflict with the bank. The case has students analyse the impact of a public shareholder with multiple interests on a major German bank, and the flawed governance structure of which has led it to near-collapse. Students will furthermore discuss the choices a business leader has when faced with this dilemma. The case was written entirely using publicly available information - especially information from public hearings and a special report of the Berlin parliament published in 2006.

This case is also available in German under the no. ESMT-708-0084-1D.

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Subject(s): Strategy & General Management Keyword(s): crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun

This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The C case is the final case of a three-part series and mainly presents authentic reflections by people who were involved in the crisis and the total effort.

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Subject(s): Strategy & General Management Keyword(s): crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun

This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The B case is the second of a three-part case series and describes a number of measures that the company took as part of "Operation Gudrun" in the aftermath of the severe hurricane.

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Subject(s): Strategy & General Management Keyword(s): crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun

This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. The A case is the first of a three-part case series. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The initial impact of the storm was about 10 times more powerful than the standard "major disruption" scenario. Sydkraft AB is a Swedish energy company with a corporate history of more than 100 years and became part of the E.ON Group in 2001. What seems to start out as an operational crisis due to damages to the company's network infrastructure is gradually threatening to escalate into a fully-fledged corporate crisis. The case allows participants to assume the roles of several protagonists in the case, in order to solve the tensions that have surfaced during the discussion.

This case is also available in Russian under the no. ESMT-306-0076-1R.

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Subject(s): Ethics & Social Responsibility Keyword(s): leadership, ethics, responsibility, corporate social responsibility, CSR, careers, dual careers

The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.

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Subject(s): Strategy & General Management Keyword(s): Zopa, value innovation, online banking, peer to peer, differentiation, competitive advantage, new market space, firm resources, first-mover advantage, UK banking industry, online brokerage

Launched in early 2005, Zopa is a peer-to-peer online brokerage that couples British residents who want to lend with those who want to borrow. The company represents a new business model in the retail financial services industry, and since Zopa is not technically a bank and does not lend money itself, the capital requirements to run the business are relatively small. Compared to a traditional full service bank Zopa concentrates on only a few steps of the value chain. This case study provides an overview of the financial service industry, especially banks, in the UK in 2006 and how Zopa, a value innovator, has developed a unique position in the market through an innovative business model. Rich data especially on banking trends are given. Additional data on key players in the industry are supplied. This data will enable students to develop a good understanding of the elements of a value innovation and how technologies have the potential to shake up an established industry structure and its key players. A focus is on the concept of value innovation and sustainable competitive advantage. The case can also be used to address the topic of how incumbent firms should respond to innovative new business models.

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Subject(s): Product & Operations Management Keyword(s): procurement strategy, change, technology, eProcurement, operations strategy, strategic management

This case study critically examines the journey that British Airways (BA) embarked upon between 1999 and 2004 when changing the structure of procurement to meet the demands of an increasingly competitive marketplace. It also contains an update of the transformation program up to April 2006. Since 1999, the procurement team at BA has been significantly downsized whilst the nature of their work has changed, which has been partly driven with the implementation of a sourcing methodology. This case study looks at how this has contributed to the revision of fortunes for the business, and what challenges it will have to meet for the future.

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Subject(s): Human Resources Management/Organizational Behavior Subject(s): Human Resources Management/Organizational Behavior, Keyword(s): peer coaching, leadership development, executive education

Peer coaching in executive education programs is a developmental approach that uses a number of principles developed in executive coaching practice and research, and the power of work and life experience of fellow participants in helping other members of the class clarify their goals, assess the current reality of their situation and understand the forces that help or hinder goal achievement, elaborate available options or alternatives, identify necessary resources and support mechanisms, and, last but not least, commit to action through development and peer approval of an action plan and agreeing on a follow-up with the peer coach throughout the process of implementation of the action plan. This technical note serves as a resource for participants of leadership development programs involving elements of peer coaching.

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Subject(s): Strategy & General Management Subject(s): Product & Operations Management, Keyword(s): Madonna, music, entertainment, MTV, music television, music awards, strategy, competitive advantage, renewal, reinvention

The case study 'Madonna - Strategy in Action' explores the theme of strategy by examining the career of Madonna, the world's highest earning female entertainer and one of the best-known women on the planet. Strategy is not a specific plan or set of detailed instructions; but rather a guiding theme that provides coherence and focus to the actions and decisions of an individual or an organization. The case identifies the contribution that strategy can make to successful performance, both for individuals and for organizations. The case study is intended for as an introduction to MBA or executive education programs dealing with key concepts in business strategy. The case clearly distinguishes strategy from planning.

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Subject(s): Human Resources Management/Organizational Behavior Keyword(s): leadership development, executive programs, executive coaching, 360-degree assessment, feedback

Leadership and management development programs at the world's leading business schools and consulting organizations are increasingly using multirater (multisource, 360-degree) feedback as an instrument for their participants' learning. Despite a plethora of publications about 360-degree instruments and several solid analyses of the method for HR practitioners and consultants, there is not much information that explains the process to the ultimate recipients of the information gathered through feedback, i.e. executives. The purpose of this technical note is to explain to participants of executive education programs who are going through the process of 360-degree assessment the rationale behind using multirater feedback instruments, explain the main principles and the process of going through the exercise, provide guidance on preparation for assessment and selection of respondents, make suggestions on ways to solicit input from the respondents, and briefly outline possible methods of using the feedback results in the context of a leadership development program.

This is a revision of the original case in 2006.

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Subject(s): Product & Operations Management Keyword(s): manufacturing strategy, supply chain, new product development, innovation

The case study presents the situation faced by Faurecia over the last few years in terms of strategic direction and operations management in the highly competitive environment of car seating.
In a consolidating market, in which survival is based on cost containment and performance excellence, Faurecia, the third largest car seat supplier worldwide, decided to launch an ambitious program to promote innovation and to optimize the new product development process.
The case study analyzes the evolution of the supply chain for car seats, its market demand, the evolving business model imposed by carmakers and the impact it has on sourcing and manufacturing. The central issue of the case is how Faurecia should organize its new product development process in order to increase its performance and involve its customers and its suppliers earlier in the process.
The case provides an opportunity to discuss how a large multinational company can leverage a changing market demand by tuning its business model and adapting its product offering while staying abreast of competition with increasingly innovative solutions. The case lead to discussing issues relative to the organization of the new product development process in a price sensitive market, the design for manufacturing concept and the cooperation/competition role that different companies have to play in a complex supply chain.

EFMD Case Writing Competition category winner 2006

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Subject(s): Ethics & Social Responsibility Keyword(s): leadership, ethics, responsibility, corporate social responsibility, CSR, downsizing, employment

The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.

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Subject(s): Ethics & Social Responsibility Keyword(s): leadership, ethics, responsibility, corporate social responsibility, CSR, client management, careers

The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.

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Subject(s): Strategy & General Management Keyword(s): alliance, turnaround, leadership, restructuring, product development, international, cross-cultural, social initiation, common glue

In late March 1999, French car company Renault announced that it had bought a 36.6 percent stake in Japanese Nissan for US$5.4 billion to form an alliance between the two companies. With no experience of running a global operation, and still recovering from a failed attempt to merge with Volvo in 1995, Renault seemed an unlikely candidate to take on Nissan, which with US$20 billion of debt, was verging on bankruptcy. The press and industry analysts were nearly unanimous in their disapproval of the alliance, which one observer referred to as 'a marriage of desperation for both parties.' By March 2004, Renault's investment was worth US$18.4 billion, and was regarded as a successful model by competitors, practitioners and business schools. How did Renault and Nissan achieve this remarkable turnaround? Through a unique approach, beginning with a six-month social initiation phase, which established common ground and concrete opportunities for collaboration between the two companies. Carlos Ghosn (a Renault executive who became Chief Operations Officer of Nissan in 1999, and later Chief Executive Officer) was central to this process, through his introduction of the Nissan Revival Plan. This was a company-wide business initiative with clear targets, which aimed to radically strengthen the company's 'common glue' around the mission of revival. In parallel, the social amalgamation between Renault and Nissan continued through cross-company teams, and nurtured collaboration. In this way, the companies created an environment of genuine trust, loyalty and reciprocity, which in turn enabled them to develop the integration mechanisms needed to forge a top performing global partnership in less than five years.

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Subject(s): Strategy & General Management Keyword(s): telecommunications, liberalization, deregulation, mobile telephony, internet, privatization, globalization competition

This background note is to accompany the case series 'Privatization of Telecommunications in Peru (A) to (E)' (ESMT-305-0041-1, ESMT-305-0042-1, ESMT-305-0043-1, ESMT-305-0044-1, and ESMT-305-0045-1). The global telecommunications industry was worth US$1 trillion by 2000. Its growth in the 20th century was due to its shift from data (telegraph), to voice (telephone), back to data (Internet). In parallel, the explosive growth of wireless, mobile and data transmission products, services and technologies throughout the 1990s had completely changed the industry dynamics. This note looks at the historical background of the industry, the reforms in the 1990s aimed at increased private sector participation and competition, as well as greater regulation. It describes the trends that changed the industry, including: (1) the rise of new, private and multinational mobile telephone operators throughout the 1990s; (2) the evolution of cellular networks; and (3) the establishment of the 3G standard and its increasingly global nature.

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Subject(s): Strategy & General Management Keyword(s): privatization, monopoly, consortia, bidding, telephony, Latin America, international investment

Case (E) describes Telefonica's position in 2004, as the largest telecom operator in the Spanish and Portugese-speaking world, and provides supporting data. A background note 'The Global Telecommunications Industry (2002)' (306-143-5) is available to accompany this case series.

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Subject(s): Strategy & General Management Keyword(s): privatization, monopoly, consortia, bidding, telephony, Latin America, international investment

Case (D) looks at Telefonica del Peru's financial performance, and the appreciation of Spanish Telefonica's investment. By late 2003, Telefonica Group of Spain had significantly outperformed its competing bidders (Verizon and SBC) for seven consecutive years. Its performance was due to its strong domestic operations but more to its successful international growth strategy, focused on Latin America.

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Subject(s): Strategy & General Management Keyword(s): privatization, monopoly, consortia, bidding, telephony, Latin America, international investment

Case (C) describes the day of the bid (28 February 1994), on which each of the three bidders submitted their offers for a 35% controlling stake in both CPT and ENTEL. Telefonica Group's winning bid of US$2,002 million was more than double the other two bids, to the surprise of all players involved.

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Subject(s): Strategy & General Management Keyword(s): privatization, monopoly, consortia, bidding, telephony, Latin America, international investment

Case (B) provides background on the three consortia of bidders in Peru's telecom privatization, including business group data for each of the three.

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Subject(s): Strategy & General Management Keyword(s): privatization, monopoly, consortia, bidding, telephony, Latin America, international investment

This is the first of a five-case series (306-138-1 to 306-142-1). In 1991, a small task force of government officials in Peru began laying the groundwork for the sale of a controlling 35% stake in the country's telecommunications duopoly: Compania Peruana de Telefonos (CPT) and Empresa Nacional de Telecomunicaciones (ENTEL). The telecom privatization was part of a larger program launched by President Alberto Fujimori, which aimed to turn Peru's many state-owned enterprises over to the private sector by the end of the decade. Although the telecommunications industry was not the first to be privatized under the Fujimori initiative, it would be by far the biggest to date. Eight international telecommunications consortia qualified to take part in the bidding process. The winning consortium would face the challenge of being the major economic player in the country, would obtain high visibility and would have to form a partnership with the government in order to continue the economic reforms. Case (A) provides background on Peru's economy and the telecom industry, describes its privatization program, including the privatization plan developed for the telecommunications industry, and the key players in the process, including regulatory agency OSIPTEL, government committee CEPRI-Telecom, and the three consortia bidders Telefonica (Spain), Southwestern Bell (USA) and GTE (USA).

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Subject(s): Strategy & General Management Keyword(s): product portfolio, agriculture equipment, Fiat, Hitachi, New Holland, Orenstein and Koppel, dealer network, Kobelco product differentiation, worldwide reorganisation, multiple brands, map alignment, acquisitions, joint ventures, alliances

In the space of a few years, CNH Global's revenues, profits and economic value added in the construction equipment (CE) increased significantly, despite particularly challenging market conditions. These results reflected a series of unprecedented execution efforts at CNH Global. The new matrix organization needed to be operational in a very short time.

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Subject(s): Strategy & General Management Keyword(s): product portfolio, agriculture equipment, Fiat, Hitachi, New Holland, Orenstein and Koppel, dealer network, Kobelco product differentiation, worldwide reorganisation, multiple brands, map alignment, acquisitions, joint ventures, alliances

This is the first of a two-case series (306-135-1 and 306-136-1). Fiat's construction equipment (CE) business was extremely weak during the 1990s, and it had considered divesting the entire division (CNH Global, which was then called Fiat New Holland). With very little US market share, no heavy excavators (which accounted for 50% of the total CE market) and no hydraulics technology (crucial for excavators), Fiat's CE business appeared dismal. Ten years later, CNH Global had become one of the world's leading CE manufacturers, with nearly US$4 billion in annual revenues and a complete CE product portfolio, ranking first in light and medium CE, and third in heavy excavators, and was number three in overall market share. It had achieved growth through a series of global acquisitions, joint ventures and alliances on a major scale, involving players on the European, North American and Japanese markets. This enabled it to leverage synergies with its agricultural equipment business, access to key hydraulics technology, an improved market position in Europe and the US, and greater market access for its full range of CE products. Case (A) describes these acquisitions, as well as the development of CNH Global's CE 'Multi-Brand and Multi-Channel' strategy, and makes sense of its mix of multiple brands, national and corporate cultures, customer groups, organisational functions and geographies. Product differentiation was central to its strategy, enabling it to maintain distinct brands and retain market share.

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Subject(s): Ethics & Social Responsibility Keyword(s): sustainability, pharmaceuticals, leadership, managing for sustaining development, sustainable leadership, responsible leadership, strategy, general management

This case study examines the sustainable development project at Good Health a disguised name for a research-based international pharmaceutical company. The project was developed in 2003 aimed at showing a way to increase the integration of sustainability principles within Good Health business units and to respond to the company's commitment to transform the Firm into a sustainable enterprise and contribute to promote a sustainable future-oriented society. The case study takes a close look on how the project was developed and carried out by the project team and the various internal consultants chosen for their input. The project outline as well as the organizational structure are analyzed and the differing organizational perspectives on the 'right' approach towards sustainability examined.

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Subject(s): Marketing Keyword(s): growth, customer focus, strategy, healthcare, implementation, partnering, innovation, entrepreneurship, environmental change

After three years in business, HTMa, a German enterprise grown from a partnership between Baxter Germany, and run by entrepreneur Andreas Rudolph, had achieved an increase of 80% in growth with profits up by 300%. The case concentrates on how a customer focused strategy and implementation led to this success. The enterprise creates a new market healthcare space namely "a new way of managing post operative health for patients". The case shows the various challenges associated with this new venture and the initiatives taken to get the final payoff. Central to this is how it embraced innovation on a proactive and ongoing basis to create new wealth and a sustainable competitive advantage. For the conservative Baxter there had been a host of internal issues to deal with - like getting top management's support, and training employees to do things very differently from the past. External issues were equally challenging, like working with partners in a completely new way, sharing knowledge and relationships to get a win-win for all. Andreas Rudolph who saw and sensed the new market opportunity (as he had done in the past and continues to do), has to learn to work with partners like Baxter as well as inspire and build confidence with his team and customer groups so they would take the idea up and make it into a reality.

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Subject(s): Marketing Keyword(s): marketing, developing world, mobile, innovation, segmentation, Smart, poverty, 4Ps, marketing strategy, telecom, telecommunications, Vodafone, Orange, network

The (B) case demonstrates how Smart was able to implement a highly innovative marketing strategy to serve low-income customers. At the heart of this marketing approach was Smart Load, a mobile proposition involving sachet-based pricing (similar to that seen in the fast moving consumer goods (FMCG) world), a revolutionary over-the-air (OTA) mobile reloading technology, and a decentralized distribution approach. Through the implementation of this strategy analysts revised their estimates of market penetration from a maximum 35% of the population, to upwards of 70% by 2008.

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Subject(s): Marketing Keyword(s): marketing, developing world, mobile, innovation, segmentation, Smart, poverty, 4Ps, marketing strategy, telecom, telecommunications, Vodafone, Orange, network

This is the first of a two-case series. The case series explores Smart Telecommunication Inc's innovative approach to serving low-income customers in the Philippines. The case introduces a framework for developing strategies to serve low-income customers in developing countries - the 4A's. This framework is an adaptation of the classic 4P's of marketing that are likely to have been covered early in any marketing course. Case (A) provides an overview of the mobile phone market in the Philippines as of early 2003, as well as demographic and socioeconomic information. According to analysts, the mobile phone market in the country is heading towards saturation due to the fact that the majority of the population is unable to afford mobile services. It is estimated that in a best-case scenario, 35% of the population will be using a mobile phone by 2008. The CEO of Smart, Napoleon L Nazareno asks if it might be profitable to serve the massive but still untapped pool of low-income consumers, or whether his company should focus on pursuing market development opportunities to increase revenues from existing customers.

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Subject(s): Strategy & General Management Keyword(s): MLP, Germany, financial services, banking, strategy, strategic positioning, activity map, core competence, sustainable advantage, transformation

This case study provides an overview of the retail financial service industry in Germany at the end of 2003 and how MLP AG, an innovative financial services firm, has developed a unique position in the market through customer focus. Rich data especially on the demographic trends that are shaping the industry are given. Additional data on key players of the industry are supplied. This data will enable the students to develop a good understanding of the structure and drivers of this industry. A focus is on the rather innovative MLP business model and strategy and the firm's underlying business activities that have created a uniquely differentiated positioning. The case study is intended for MBA marketing programs. It can also be used as part of a competitive strategy program to discuss the issues related to sustainable competitive advantage.

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Subject(s): Strategy & General Management Keyword(s): MLP, Germany, financial services, banking, strategy, strategic positioning, activity map, core competence, sustainable advantage, transformation

This case study provides an overview of the retail financial service industry in Germany at the end of 2003 and how MLP AG, an innovative financial services firm, has developed a unique position in the market through customer focus. Rich data especially on the demographic trends that are shaping the industry are given. Additional data on key players of the industry are supplied. This data will enable the students to develop a good understanding of the structure and drivers of this industry. A focus is on the rather innovative MLP business model and strategy and the firm's underlying business activities that have created a uniquely differentiated positioning. The case study is intended for MBA marketing programs. It can also be used as part of a competitive strategy program to discuss the issues related to sustainable competitive advantage.

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Subject(s): Strategy & General Management Keyword(s): Telmore, mobile, online, distribution, phone, TDC, Denmark, EasyMobile, EasyGroup, MVNO, telecomminications, segmentation

The case study analyzes the Danish telecommunications sector and the takeover of Telmore by TDC Mobile International. Through the takeover, TDC managed to acquire its fastest growing competitor on the Danish mobile telephony market. While Telmore's basic service proposition remained largely unchanged after the takeover, TDC made several tweaks to the business model. Telmore's business continued to grow into mid 2004, with the company capturing market share from both the full-service MNOs and other low-cost service providers. The Telmore case study B examines the acquisition of Telmore by TDC as well as the general consolidation of the Danish telecommunications market by 2004.

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Subject(s): Strategy & General Management Keyword(s): Telmore, mobile, online, distribution, phone, TDC, Denmark, EasyMobile, EasyGroup, MVNO, telecomminications, segmentation

The case study analyzes the Danish telecommunications sector and the dilemma TDC Mobile International, Denmark's largest incumbent Mobile Network Operator (MNO) is faced with of how to respond to Telmore, the rapidly growing new entrant to market, a Danish service provider that at the end of 2003 was one of the fastest growing mobile virtual network operator (MVNO) in the world. Since its inception in November 2000, Telmore had captured 9% of the total mobile telephony market in Denmark through a simple, transparent and low-cost internet-based model that had proved a big hit with customers. It had led a massive price decline in mobile prices, with charges for voice calls dropping 54% in 2003 alone. By early 2004 Telmore was expected to reach 500,000 customers and to move past Telia to become the fourth largest mobile operator in Denmark after TDC, Sonofon and Orange. The Telmore case study A analyzes Telmore's business approach and strategy.

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Subject(s): Strategy & General Management Keyword(s): easyMobile, easyJet, easyCar, easyEverything, easyGroup, Telmore, mobile, easy, Stelios, Mobile virtual network operator (MVNO)

By early 2004 one of the fastest growing mobile virtual network operators (MVNO) in the world was Telmore, a Danish service provider. Since its inception in November 2000, it had captured 9% of the total mobile telephony market in Denmark through a simple, transparent and low cost Internet-based model that had proved a big hit with customers. It had led a massive price decline in mobile prices, with charges for voice calls dropping 54% in 2003 alone. The rapid growth of Telmore had not been unnoticed by the Chairman of easyGroup, Stelios Haji-Ioannou. An evangelist of the power of the Internet to transform long-established business models, Stelios was best known for creating the European discount airline easyJet and founding one of the world's fastest growing car-rental companies, easyRentacar. On observing developments in Denmark, Stelios was sure that a no-frills business model - like the one used to undercut the traditional airlines that did away with large numbers of staff and infrastructure - could radically transform the UK and continental European mobile industry. Could Stelios succeed in taking this model beyond Denmark, and what were the implications for established mobile phone companies in the markets he was aiming to target. This case addresses the themes of value innovation, value chain evolution and industry disruption. It can be taught as a marketing, strategy or operations case, depending on the target audience and industry.

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Subject(s): Strategy & General Management Keyword(s): joint venture, European strategy, industry analysis

This is the fourth of a four-case series (IMD-3-0644 to IMD-3-0647) and describes the situation of SEVELNORD a few years after it began production in July 1994. It provides the basis for a discussion comparing the outcome of the participants' negotiations to the actual outcome. Further lessons may than be drawn. Note: It is also possible to use only the (A) and (C) cases, skipping the negotiation exercise.

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Subject(s): Strategy & General Management Keyword(s): joint venture, negotiation, European strategy

This is the third of a four-case series (IMD-3-0644 to IMD-3-0647). The SEVELNORD case series present the evolution of the relationship between two major European car manufacturers, Fiat and Peugeot, in their attempt to enter the growing market segment of the 'monospace' (passenger minivans) in the early 1990s. The first case (A) describes a joint venture set up between Fiat and Peugeot in 1978 to manufacture commercial vans called SEVEL. It discusses the purpose, management structure and decision making processes as well as the performance over time. The case also presents the same type of information regarding the new joint venture SEVELNORD due to start operations in 1994. Students are thus able to draw some lessons from the first joint venture and speculate about the possible threats and opportunities affecting the second joint venture. This discussion offers a good background for further decisions concerning SEVELNORD. Note: It is also possible to use only the (A) and (C) cases, skipping the negotiation exercise.

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Subject(s): Strategy & General Management Keyword(s): joint venture, negotiation, European strategy

This is the second of a four-case series (IMD-3-0644 to IMD-3-0647). Cases (B1) and (B2) describe the perspectives of Peugoet and Fiat respectively as they prepare to enter in a major negotiation regarding SEVELNORD's manufacturing capacity and production plan. The two cases follow the same outline and differ primarily on a few critical data that generate the difference of perspective between the two parties. Participants only read the B case of the company they will represent in the negotiation. The participants are also provided with a financial model (an excel spreadsheet IMD-3-0645-S) to help them assess the profit implications of their decisions and compromises. The goal of this exercise is to make participants aware of the tradeoffs in alliances and the necessity to help the partner achieve a satisfactory performance in order to ensure the long term stability of the venture. Broader lessons can be drawn regarding negotiation techniques and tactics. Note: it is also possible to use only the (A) and (C) cases, skipping the negotiation exercise.

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Subject(s): Strategy & General Management Keyword(s): joint venture, industry analysis, European strategy

This is the first of a four-case series (IMD-3-0644 to IMD-3-0647). The SEVELNORD case series present the evolution of the relationship between two major European car manufacturers, Fiat and Peugeot, in their attempt to enter the growing market segment of the 'monospace' (passenger minivans) in the early 1990s. The first case (A) describes a joint venture set up between Fiat and Peugeot in 1978 to manufacture commercial vans called SEVEL. It discusses the purpose, management structure and decision making processes as well as the performance over time. The case also presents the same type of information regarding the new joint venture SEVELNORD due to start operations in 1994. Students are thus abloe to draw some lessons from the first joint venture and speculate about the possible threats and opportunites affecting the second joint venture. This discussion offers a good background for further decisions concerning SEVELNORD. Note: It is also possible to use only the (A) and (C) cases, skipping the negotiation exercise.

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Subject(s): Product & Operations Management Keyword(s): new product development, technology management, alliances

This is the third of a three case series (IMD-6-0178 to IMD-6-0180). In early 1991, Greg Survant, Program Manager at Lexmark International Inc, was given the task of developing a low-price printer designed to compete head on with the highly successful Hewlett Packard Laserjet IIP. The (C) case focuses on 'what happened' after the events described in the (B) case. It relates how the Lexmark-Minco development team overcame challenges and the results it achieved.

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Subject(s): Product & Operations Management Keyword(s): new product development, technology management, alliances

This is the second of a three case series (IMD-6-0178 to IMD-6-0180). In early 1991, Greg Survant, Program Manager at Lexmark International Inc, was given the task of developing a low-price laser printer designed to compete head on with the highly successful Hewlett Packard Laserjet IIP. The time scale from product concept to market was to be 18 months. The (B) case examines how Lexmark used Early Supplier Involvement (ESI) in the product development process and highlights some of the potential problems and challenges which can arise. It focuses on the relationship between Lexmark and its chosen 'partners', the Minco Group. Two videos are available to accompany the case: (695-023-3) - 11 minutes and (695-024-3) - 13 minutes.

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Subject(s): Product & Operations Management Keyword(s): new product development, technology management, alliances

This is the first of a three case series (IMD-6-0178 to IMD-6-0180). In early 1991, Greg Survant, Program Manager at Lexmark International Inc, was given the task of developing a low-price laser printer designed to compete head on with the highly successful Hewlett Packard Laserjet IIP. The time scale from product concept to market was to be 18 months. The case looks at the process used by the company to select the most appropriate methods to help meet the stringent time, quality and cost objectives for the project, based on a concept selection tool developed by Stuart Pugh of Strathclyde University. This process culminated in the project team's decision to use Early Supplier Involvement (ESI), and this is the topic of the following (B) and (C) cases.

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Subject(s): Strategy & General Management Keyword(s): product development, product planning, innovation

Kermel, a joint venture company of Rhone-Poulenc and Amoco Fiber and Fabrics, plans to enter its fiber, Kermel, into new applications. The sales from these new applications are expected to help the company increase its production volume and to secure its future. A range of applications in the domain of electric insulation are explored. The issues are which segments to target, what actions to take, including technology development and industrial marketing initiatives.

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Subject(s): Strategy & General Management Keyword(s): new products. innovation, strategy, ski equipment

The case presents the situation of Salomon SA, a world leader in ski bindings, ski boots and nordic ski shoes, in November 1987, when important decisions are needed regarding their entry into the alpine ski market. The central issue is the development of an action plan for the successful introduction of this innovative ski in 1991. The case also provides ample opportunity to discuss the role of the manager-entrepreneur, Georges Salomon, in the development of new products. There are two videos available to accompany this case: Salomon I (IMD-3-0575-VI) and Salomon II (IMD-3-0575-V2).

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Subject(s): Strategy & General Management Keyword(s): innovation, new products, marketing

This is the second of a two-case series (IMD-3-0570 and IMD-082-1). The cases, which were realised with the help of Bosch Elektrowerkzeuge in Leinfelden, Germany, describe the development process of an innovative power tool, the Delta Sander, which did not yet exist in the Do-it-Yourself segment. The cases attempt to explore the risks and rewards of having a fast time to market. They first show how the development of the Delta Sander departed from the established rules at Bosch Power Tools and then focus on the difficulties that ensued. This case was previously numbered 394-082-1.

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Subject(s): Strategy & General Management Keyword(s): innovation, new products, marketing

This is the first of a two-case series (IMD-3-0570 and IMD-3-0571). The cases, which were realized with the help of Bosch Elektrowerkzeuge in Leinfelden, Germany, describe the development process of an innovative power tool, the Delta Sander, which did not yet exist in the Do-it- Yourself segment. The cases attempt to explore the risks and rewards of having a fast time to market. They first show how the development of the Delta Sander departed from the established rules at Bosch Power Tools and then focus on the difficulties that ensued. This case was previously numbered 394-081-1.

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Subject(s): Strategy & General Management Keyword(s): television, high-definition, product development, strategic management

This is the second of a two case series (393-148-1 and 393-148-1) Involved in the development of high-definition television (HDTV) from the beginning, Philips' top management was convinced that it would provide the consumer with an innovative product, while rejuvenating the mature TV market. Philips' strategy was based on the assumption that the introduction of HDTV would be preceded by an agreement on a standard before the start of mass production and, in the case of Europe; it would follow an "evolutionary" approach that would ensure compatibility between the transmission standards and the installed base of TV sets. By December 1991, it was clear that the European Community governments could not agree on the implementation of an HDTV strategy. Which television standards should Philips be investing in? Should Philips continue with its "proactive" HDTV strategy or switch to a "wait and see" approach?

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Subject(s): Strategy & General Management Keyword(s): television, high-definition, industry review

This is the first of a two case series (393-148-1 and 393-149-1) The case presents the sequence of developments in high-definition television, the economic and political contexts surrounding these developments and all the major factors involved. It illustrates the need, and the difficulty, of developing a technological standard in a multi-factor environment. It purports to supply the basic facts and data to generate scenarios concerning the emergence of a HDTV standard in Europe.

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Subject(s): Strategy & General Management Keyword(s): technology, change

The managing director of Eli Lilly Insulin Company wants to review the division's strategy regarding the introduction of Humulin (R), a genetically-engineered insulin that reproduces exactly the human hormone. This breakthrough, achieved through a co-operation with Genentech, was introduced to the market in 1982. It affected significantly the level of competition but did not radically improve market share yet. The management of Eli Lilly would like to understand the competitive conditions that explain this outcome.

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Subject(s): Strategy & General Management Keyword(s): innovation, new products, marketing, vacuum cleaners

The case, which was realised with the help of Philips Floor Care, presents the development of a new appliance that combines the function of a heavy duty vacuum cleaner and a shampooer. The main issues for discussion are the organisation of the project team and the process (formal vs informal) that should follow. The case also emphasises the need for a distribution between new products that replace existing ones and expansion of the product line. There are two videos available to accompany this case: (394-092-3) - playing time 12 minutes, and (395-052-3) - playing time 14 minutes.

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Subject(s): Strategy & General Management Keyword(s): technology transfer

Potain is one of the two leaders in the tower crane market worldwide. The market is heavily dependent on the construction business, which itself follows fluctuations over time. In 1985, Potain is facing a major crisis as it meets the opportunity of selling its technology to the People's Republic of China. Should Potain accept the demanding conditions posed by the Chinese partner? What should be Potain's counter proposal?

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Subject(s): Strategy & General Management Keyword(s): business alliances, marketing strategy, technology strategy, joint software development

The case is about a business alliance formed between Digital Europe and ITT Telecommunications. It deals with the challenges that Digital's senior management faced when trying to formulate a European corporate policy on business alliances while engaging in a multi-level joint software development project with ITT. The case shows the difficulty of forming and managing alliances that set out to meet disparate strategic and functional objectives. It was developed for three senior executive programs at IMD: Industrial Marketing, Management of Technology, and the Workshop on Business Alliances. While reading and discussing the case, students become aware of the enormous opportunities that arise when a company partners with its customers, and, at the same time, are confronted with the need continually to re-clarify the objectives of any partnering agreement.

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Subject(s): Entrepreneurship Keyword(s): entrepreneurial start-up, Russian organisational leadership, corporate culture, Russian culture, human resources issues, career

This is the third of a three-case series (802-019-1, 802-020-1 and 806-059-1). It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, 'garage-type' entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organisation, with Western incentives and structures and Russian corporate culture. The objectives of this case are to analyse: (1) the dynamics of growth of entrepreneurial organisations in Russia; (2) the evolution of complexity of managerial challenges faced by entrepreneurs; (3) the naive nature of relationships with foreign partners; (4) the staffing approaches and limitations faced in entrepreneurial organisations; (5) identity issues (Russian versus multinational company); (6) managing new generations of professionals; (7) new labour force in Russia (and, by extension, other Eastern European organisations); (8) career aspirations of young professionals; (9) career development and growth challenges; (10) coaching and counselling issues; and (11) owner-manager development in areas beyond functional expertise.

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Subject(s): Entrepreneurship Keyword(s): Mihail Khodorkovsky, Yukos; Russia, Russian oil industry, Russian leadership, Russian business leaders

In the Fall of 2003, Mikhail Khodorkovsky, Russia's richest man and the Chief Executive Officer (CEO) of Yukos, the second-largest Russian oil producer with a market capitalisation of US$26 billion, was arrested and thrown into jail on charges of fraud. Several days later he resigned as CEO of Yukos. This case study tells the story of the rise and fall of a young man whom some would call a brilliant entrepreneur, and others would call a scoundrel. The case includes an interview with Khodorkovsky when he was still CEO, and offers a rare opportunity to examine the leadership philosophy of one of Russia's top business leaders. This case provides opportunities to explore entrepreneurship, Russian business leadership, and Russian organisational structures. It also illustrates the evolution of business in Russia over the past ten years. This case was previously numbered 804-007-1. **EFMD Case Writing Competition Category Winner 2004**

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Subject(s): Entrepreneurship Keyword(s): entrepreneurship in Russia; Russian business leadership; Russian business development; women in business

This case focuses primarily on a specific leadership style, based on an underlying system of values. Olga Sloutsker, founder and CEO of World Class gyms, has twin desires - to mother clients and employees, and to 'seduce' them. Olga Sloutsker's leadership style involves dispensing calibrated doses of maternal concern and correction. She motivates her employees to excel not by offering extravagant material rewards, but by telling them that each person's efforts will contribute to the greater good of the Russian people. She leads by flamboyant example; she has created a corporate culture that is entirely professional, but at the same time vaguely resembles a kind of crusade led by a Russian Joan of Arc. As Olga Sloutsker's business matures, and as other competitors enter the market, her vision has grown exponentially. Her vision-crusade is to improve the general health of all Russians. Her battle plan has three main thrusts: to spread her expertise through consulting; to train her employees to increasingly professional levels, and send some of them - imbued with her philosophy out into the world; and to recruit Russian politicians to her cause. As a descriptive case, the material provides insight into a uniquely Russian business leadership style. Because the case does not focus on specific decision points, students are encouraged to think more deeply about the reasons for Olga Sloutsker's success. Key learning points are: (1) the way in which Sloutsker's personal experiences have shaped her career choices and leadership style; (2) an evaluation of the effectiveness of her leadership; (3) a thorough understanding of the specific Russian context in which World Class operates; and (4) potential future challenges Sloutsker faces.

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Subject(s): Entrepreneurship Keyword(s): entrepreneurial start-up, Russian organisational leadership, corporate culture, Russian culture, human resources issues, career

This is the second of a three-case series (802-019-1, 802-020-1 and 806-059-1). It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, 'garage-type' entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organisation, with Western incentives and structures and Russian corporate culture. The objectives of this case are to analyse: (1) the dynamics of growth of entrepreneurial organisations in Russia; (2) the evolution of complexity of managerial challenges faced by entrepreneurs; (3) the naive nature of relationships with foreign partners; (4) the staffing approaches and limitations faced in entrepreneurial organisations; (5) identity issues (Russian versus multinational company); (6) managing new generations of professionals; (7) new labour force in Russia (and, by extension, other Eastern European organisations); (8) career aspirations of young professionals; (9) career development and growth challenges; (10) coaching and counselling issues; and (11) owner-manager development in areas beyond functional expertise. This case contains colour exhibits.

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Subject(s): Entrepreneurship Keyword(s): entrepreneurial start-up, Russian organisational leadership, corporate culture, Russian culture, human resources issues, career

It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, 'garage-type' entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study, however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organization, with Western incentives and structures, and Russian corporate culture.

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Subject(s): Marketing Subject(s): Marketing, Keyword(s): marketing research, non-profit marketing

This case study chronicles a marketing research project completed for the High Museum of Art over a period of eighteen months, beginning in December, 1993. Three professors from the Goizueta Business School of Emory University, Dave Mandell, John Houghton and Jennifer Smith were consultants for the project. They began the project by conducting preliminary discussions with Anne Baker and Ann Wilson of the High Museum of Art. As a result of these initial meetings, the three consultants agreed to develop a pilot questionnaire to survey a sample of High Museum members. This pilot was intended to be the first step of a larger study that would eventually provide a comprehensive portrait of membership behavior at the High. To refine the questionnaire, the consultants conducted several meetings with the client and a series of three focus groups. The consultants then sent the instrument to 1,043 members of the target audience. Three hundred and seven questionnaires were returned, and the consultants prepared a report based on their analysis of the data from the pilot survey. After presenting this report to the client, the consultants were informed that approval from the High Museum Board of Directors would be needed to authorize additional funds to continue the project. The consultants then made a second presentation to the Board of Directors, and the Board opted to terminate the study.

Subject(s): Marketing Subject(s): Marketing, Keyword(s): marketing, marketing strategy, distribution management

Harvey Schwartz, Senior Vice President for Steam Records, a small independent record label, felt the growing impatience of the company's ownership. Steam had been around for less than two years, and its performance had been far from spectacular. The company was growing, however, and history had shown that it often takes three to four years for a label to meet with success. Nevertheless, Steam's owners were not keen on the music industry and knew or cared little about history; they bought Steam as an investment, and so far it had not been a profitable one. The issue of product distribution had been troubling Schwartz for months, and he knew that the imminent decision of independent versus exclusive distribution could prove vital in the success of the young company. Currently, Steam is using a series of independent distributors to disseminate its compact discs. The issue facing Schwartz concerns a switch to a single exclusive distributor. Record distribution may be the most critical success factor for a record label. Distribution for recorded music can be achieved through major manufacturer-owned wholesale branches and/or independent distributors. Major and manufacturer-owned distributors, and even some large independent distributors, offer guaranteed national saturation, marketing, and business operations such as account collections. Regional independent distributors often do little more than distribute recordings to stores which order from them. Steam's current network of independent distributors has served them well. The Donkey and Steve Ellis discs are in all metro Atlanta retail outlets and in most southeastern outlets, where both acts have focused most of their touring. The discs have also appeared in other outlets nationwide wherever they are receiving considerable airplay, or where they have stopped on tour. Steam has been reaping $7.50 per disc, a nice margin, and has thus far sold 4,000 copies of Slick Night Out, a relatively successful total considering Steam's neophyte status as a label and marketing entity.

Subject(s): Marketing Subject(s): Marketing, Keyword(s): marketing, marketing research, non-profit marketing

This case centers around the safety message campaign of Cottonwood Children's Hospital. Joanna Williams, Director of Community Relations at Cottonwood Children's Hospital, commissioned a group of MBA students to perform a marketing research study to determine top-of-mind awareness of the campaign among parents in a two county area. The objectives of the campaign and the study were to prevent childhood injuries and to increase goodwill toward the hospital. Williams wanted support for continued funding of the campaign and thus wanted evidence that the messages were reaching their desired target. Several unusual issues arose during the course of the study, and the researchers were only able to obtain 53 completed surveys, although the information gleaned from these respondents appeared very informative. At the time of the case, the safety message campaign was in its third year. Messages were run on television during a six-week period in the spring and again during the December holiday season. Radio messages were run concurrently with the television advertisements. Williams instructed the research team to design and implement a phone survey of parents/guardians in Gunn and Comanche counties with children aged 13 years old or less. The researchers determined the composition of the questionnaire, and made all decisions concerning sampling issues. Their target was 188 completed surveys within a 2-3 week time frame. The students encountered two major problems during the course of their study: a low hit rate and a change in message timing. The students' initial hit rate was 1/40 = 2.5%. This raised questions about the phone introduction used, the tedium of data collection, the timing of the phone calls (daytime versus evening), and the screening through which respondents had to pass to participate. The second major problem encountered was a change in the air date of the safety messages. The messages were not scheduled to air until the study was complete, but began airing in the middle of November while the survey was in progress. An unexpected sum of money had been received by the hospital, and it was decided that the best use of the funds was to extend the safety campaign. Approximately 15-20 surveys had been completed when the safety messages began airing. As one way to assess the validity of the findings, an analysis could have been done to compare awareness of those 15-20 surveys completed prior to the airing of the commercials versus those completed afterward.

Subject(s): Strategy & General Management Keyword(s): semiconductor, industry, technology

This industry note provides facts and figures to apply basic industry analysis frameworks, such as supply and demand dynamics in order to explain the business cycles in this industry.

Subject(s): Strategy & General Management Keyword(s): merger, post-merger integration, change management

This case study presents an historical account of the integration process following the hostile take over of VLSI by Philips Semiconductors. It can be used to identify the issues associated with the post-merger integration of two firms with different sizes and corporate cultures.

Subject(s): Strategy & General Management Keyword(s): mobile telecommunication, UMTS, 3G, scenario planning

This industry note presents the key facts and data of 3G telecommunication as of the end of 1999. It aims to serve as material to develop a set of scenario regarding the future of mobile telecommunications.

Subject(s): Strategy & General Management Keyword(s): business strategy, market segmentation, re-organisation, operation management

In March 1997, the new edition of the famous Michelin guidebook, that offers a worldwide renown ranking of the best restaurants drops a sentence: Le Moulin de Mougins, the most famous restaurant of the French Riviera, has lost a STAR. The service manager and the owner as well as the clients and friends are shocked at seeing this sentence. Nothing had changed in the management and the services stayed the same way for 28 years. Four years before, the restaurant had already lost one star from the three it had. From now on, it looks very difficult to work with only one star, despite the excellent quality of the service and meals. The case is intended to explain the necessary evolution of the firm to keep its advantage in the marketplace. It reviews the marketing aspects, operational and managerial issues and suggests some recommendations.

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Subject(s): Product & Operations Management Keyword(s): product development, partnership, buyer-supplier cooperation, purchasing

Fuji Xerox, one of the world leaders in the photocopier industry, was reviewing the past several years of product development activities. Among various efforts related to utilizing suppliers' resources, the practice of involving suppliers early on in new product development referred to as 'Early Supplier Involvement, (ESI)', was established at the Ebina plant in 1988. With a new series of projects appearing on the horizon, Mr Kobayashi, head of production engineering at the Ebina plant, suggested to his management team that a thorough review could help them cope more effectively with challenges ahead. He therefore set up a dedicated task force comprising representatives of several functional departments and product groups that were concerned with product/process development activities in general, and with the role of suppliers in particular.

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Subject(s): Strategy & General Management Keyword(s): business process improvement, information systems strategy

The issue of the Baxter Ireland case study is the definition of focus of business process improvement and related information systems through an analysis of business drivers and the definition of a strategic response. The approach taken in the related teaching note is that of disconnecting the strategic analysis from the IS element and focusing solely on the business drivers, strategic response and affected business processes. Baxter Ireland is the Irish manufacturing operation of Baxter International. Baxter as a company was founded in the US in 1931 as the first manufacturer of commercially prepared intravenous solutions. Today Baxter is a leading supplier of health care products in the fields of biotechnology, cardiovascular medicine, renal therapy and intravenous systems. It employs more than 35,000 people worldwide and operates some 50 manufacturing plants in 20 different countries. Baxter Ireland is one of the key plants in the Baxter Corporation and a significant contributor to the corporate profitability. It serves some 15,000 patients mainly in Europe with some 400 product codes. The annual value of production is $80 million and the company currently employs 830 people. Baxter Ireland reports to the Renal Division of Baxter International.

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