Professional Documents
Culture Documents
2009 edition
How to use the case bibliography
This bibliographical supplement presents the 100 best-selling cases from the
ecch catalogue during 2008. It incorporates abstracts of all the cases and full
bibliographical details such as setting, topics and details of any teaching note.
Visit the ecch website at www.ecch.com/bibs to view and download a pdf
version of the bibliography.
Cases appear alphabetically by title, each with its own entry. Teaching notes do
not have separate entries. Their reference numbers and lengths appear within
the corresponding case entry.
Case entry:
404-015-1 Reference number
KIDNAPPED IN COLOMBIA Title
Rarick, CA Author(s)
Barry University, Florida Author’s institution
Dan and Melissa Woodruff, an American Abstract
couple, moved to Medellin, Colombia
when Dan is offered a position with his.....
Colombia; Textiles; 275 employees; Setting
2001
Kidnapped Topics
Colombia
Political risk
9pp Length
Published sources Source
404-015-8 (4pp) Teaching note (length)
Reference number
This is the number to use when ordering the item.
Title
Cases in a series are generally denoted by the use of (A), (B), (C) etc.
Author(s)
The individual(s) listed either wrote or supervised the writing of the case.
Author’s institution
Where there are multiple institutions, their names will appear directly under the
corresponding author(s).
Abstract
The abstract summarises the content of the case and its teaching objectives.
Setting
This provides information on the geographical location of the subject of the case, the type
of industry, the size of the organisation and the year(s) of the case event.
Topics
These are key words, subjects and issues within the case which are supplied by the
author(s).
Length
The length is given either in pages or in minutes if a video; if the item is a CD-ROM this will
be indicated here; s/w means software.
Source
This relates to the main source of data:
Field research
Published sources
Generalised experience
Teaching note (length)
If a teaching note is available for the case its reference number will appear here followed
by its length in pages in brackets.
i
Case search at www.ecch.com
Visit the case search section of the ecch website to identify relevant cases from
the ecch collection and view over 34,500 full text inspection copies. To search
the database of over 58,500 items, you have two options: Advanced search
and Quick search. Once you have identified your case, you can order a paper
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On the ecch website you can find out about the many services ecch provides to
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ii
European Case Awards 2009
Overall winner
302-057-1
THE EVOLUTION OF THE CIRCUS INDUSTRY (A)
W Chan Kim, Renée Mauborgne, Ben M Bensaou and Matt Williamson
INSEAD
Entrepreneurship
806-015-1
MARSTON VENTURE MANAGEMENT
John Mullins and Julian Lloyd
London Business School
Continued overleaf
iii
European Case Awards 2009 (continued)
Special award
THE SUMANTRA GHOSHAL AWARD FOR EXCELLENCE IN CASE WRITING
INSEAD
iv
100 best-selling cases
5
100 best-selling cases
6
100 best-selling cases
economic buyers who had become the Food industry; Mid-size; 1972 9-794-080
more powerful decision makers and; (2) Corporate strategy BITTER COMPETITION: THE HOLLAND
Baxter’s dominance in its product market Expansion SWEETENER COMPANY vs
was being challenged by low-cost Multinational corporations NUTRASWEET (B) Supplement
competitors. When case (A) opens in Services Brandenburger, A
January 1997, an unprecedented crisis
17 pp Costello, M
confronted Peter Leyland, recently
Field research Kou, J
appointed UK Business Director: five key
5-696-021 (10 pp) Harvard Business Publishing
hospital accounts had been lost.
Moreover, the key success factors in the Supplements the (A) case.
business - the number of patients United States; Food industry; 1965-1992
treated, the kind of treatment received, 9-794-079 Beverages
the number of bags sold, and the BITTER COMPETITION: THE HOLLAND Competition
proportion or market share of those SWEETENER COMPANY vs Food
cared for with their treatment - were all NUTRASWEET (A) Patents
going downhill. Leyland was convinced Strategy formulation
that the only route to long term growth Brandenburger, A
and profitability was not by trying to beat Costello, M 2 pp
the competition at the same old game, Kou, J Field research
but rather by taking the lead and Harvard Business Publishing 5-795-164 (28 pp)
changing the way the industry operated. This case is part of the Harvard Business
Part of his challenge was getting various School Premier Case Collection. The
customers - buyers, users and influencers NutraSweet Co has very successfully
- to think and behave differently. Leyland IMD-5-0671
marketed aspartame, a low-calorie, high-
and his team embark on a customer- BLACKBERRY (A)
intensity sweetener, around the world.
focused strategy starting with end users NutraSweet’s position was protected by Ryans, A
and working backwards. Two videos are patents until 1987 in Europe, Canada, and IMD - International Institute for
available to accompany the case series Japan, and until the end of 1992 in the Management Development
‘597-039-3’ and ‘599-014-3’, the latter United States. The case series describes
gives an update (March 1999) on Research in Motion had successfully
the competition that ensued between launched the innovative BlackBerry
Leyland’s strategy. **ecch European Case NutraSweet and the Holland Sweetener
Awards Category Winner 2002** service in North America and was looking
Co (HSC) following HSC’s entry into the to accelerate the growth of the business
aspartame market in 1987. Subsequent in North America and globally. The
Europe; Medical; US$100 million to Baxter move and countermove in both the
Renal; 1996-1997 company had been using a direct sales
marketplace and the courts are approach and was considering a move to
Strategic customer focus described. Ends with the final
Costing and pricing - new value using telecommunications carriers as the
countdown to the expiration of primary channel. A team of executives
based marketing NutraSweet’s US patent. Provides an
Relationship marketing had been charged with recommending a
opportunity to study a game in business strategy and implementation plan.
Value based customer that takes place at two levels: there is the
transformation surface game of tactics, and there is also Global; Telecommunications; Revenues
Articulating ‘market spaces’ the underlying game of value. At the US$220 million; September 2001
Value added services tactical level, there are various points at Marketing strategy
19 pp which NutraSweet or HSC made a move Channel management
Field research with a view to shaping the perceptions of Business strategy
597-039-8 (24 pp) the other player. Turning to the Accelerating growth
underlying game of value, there are the 20 pp
actions that NutraSweet took during the Field research
period of patent protection. These IMD-5-0671-T (14 pp)
9-673-057 actions served to maintain NutraSweet’s
BENIHANA OF TOKYO added value in the post-patent game,
and to deny added value to challengers.
Sasser Jr, WE
Global; Sweeteners; Large, $2 billion 9-392-032
Klug, JR
revenues; 1965-1992 BODY SHOP INTERNATIONAL
Harvard Business Publishing
Beverages Bartlett, C
This case is part of the Harvard Business Competition Elderkin, K
School Premier Case Collection. Food McQuade, K
Discusses the development of a chain of Patents Harvard Business Publishing
‘theme’ restaurants. The student is asked Strategy formulation
to evaluate the current operating This case is part of the Harvard Business
strategy and suggest a long-term 14 pp School Premier Case Collection.
expansion strategy. Field research Describes the start-up and rapid growth
5-795-164 (28 pp) of a company whose founder holds
7
100 best-selling cases
strong, non-traditional beliefs about the 9-198-048 consumption consistently rose. This cozy
role of the corporation and its CITIBANK: PERFORMANCE situation was threatened in the late
responsibility to society. After profiling EVALUATION 1990s, however, when US CSD
Anita Roddick as a person, the case Davila, A consumption declined slightly before
describes the anti-mainstream approach Simons, RL reaching what appeared to be a plateau.
she took to building her highly successful Harvard Business Publishing Considers whether Coke’s and Pepsi’s era
business (no advertising, simple of sustained growth and profitability was
packaging, non-traditional R&D). After This case is part of the Harvard Business coming to a close or whether this
elaborating on the strong values she has School Premier Case Collection. Citibank apparent slowdown was just another blip
imposed on the business, concludes by has introduced a new, comprehensive in the course of a century of enviable
highlighting questions of the business’ performance-scorecard system. A performance.
transferability to the United States and its regional president struggles with a tough
decision: how to evaluate an outstanding Global, United States; Beverage industry;
survivability as Anita steps back.
branch manager who has scored poorly US$66 billion revenues; 1886-2006
United Kingdom; Retailing; Mid-size, on an important customer satisfaction Business history
2,000 employees, $100 million revenues; measure. This case provides a scoring Competition
1991 sheet to be completed by the reader and Competitive strategy
Business policy an explanation of the ramifications of the Corporate strategy
Consumer goods decision for the business strategy. Distribution channels
Corporate culture Industry analysis
Corporate responsibility United States; Banking; 1996 Industry structure
Entrepreneurial management Banking International business
International business Control systems Market structure
Retailing Incentives Suppliers
Performance appraisal
19 pp Performance measurement 28 pp
Published sources Strategy implementation Published sources
5-395-148 (7 pp)
9 pp
Field research
5-199-047 (13 pp) 9-580-104
UVA-F-1017 CUMBERLAND METAL INDUSTRIES:
BOEING 777 ENGINEERED PRODUCTS DIVISION -
Bruner, RF 1980
Gollish, D 9-706-447
Shapiro, BP
Clausen, H COLA WARS CONTINUE: COKE AND
Sherman, JJ
Koggersvol, N PEPSI IN 2006
Harvard Business Publishing
Christey, P Yoffie, DB
Darden Business Publishing This case is part of the Harvard Business
Wang, Y
School Premier Case Collection.
This case is from the Darden Best Selling Harvard Business Publishing
Cumberland Metal Industries has
Case Collection. The general objective of Examines the industry structure and developed a new product to help
this case is to exercise students’ skills in competitive strategy of Coca-Cola and contractors drive piles faster. They are
estimating a weighted-average cost of Pepsi over 100 years of rivalry. New trying to decide how to price it. Provides
capital and cost of equity. The specific challenges in 2006 include boosting substantial information on the industry,
need to estimate a segment WACC draws flagging carbonated soft drink (CSD) competition, etc. Students must decide
out students’ abilities to critique different
sales and finding new revenue streams. what factors are relevant in making an
estimates of beta and to manipulate the
Both firms also began to modify their industrial pricing decision. Decisions
levered-beta formulas. Thus the case
bottling, pricing, and brand strategies. must also be made about promotion and
provides a complete menu of capital-
They looked to emerging international distribution channels.
cost estimation opportunities. An
markets to fuel growth and broaden their
instructor Lotus worksheet file is available United States; Construction equipment;
portfolios of alternate beverages like tea,
on a computer diskette for use with this Small, $18 million sales; 1980
juice, sports drinks, energy drinks, and
case and teaching note. Competition
bottled water. Coca-Cola and Pepsi-Cola
Seattle, WA; Aircraft manufacturing; Construction
had vied for the ‘throat share’ of the
Large; 1990 Distribution channels
world’s beverage market. The most
Capital asset pricing model Industrial goods
intense battles of the cola wars were
Capital budgeting Industrial markets
fought over the US$66 billion CSD
Capital investment Market entry
industry in the United States, where the
Competitive analysis New product marketing
average American consumes 52 gallons
Cost of capital Pricing strategy
of CSD per year. In a ‘carefully waged
Valuation competitive struggle’, from 1975 to 1995, 16 pp
26 pp both Coke and Pepsi had achieved Field research
Published sources average annual growth of around 10%, as 5-585-115 (12 pp)
UVA-F-1017TN (12 pp) both US and worldwide CSD
8
100 best-selling cases
9
100 best-selling cases
301-228-1 the first time in 1999, almost 4 years after knowledge to the South Koreans who
EASYEVERYTHING’S PRICING launching his London-based low-cost had little experience in this area. Ellen’s
POLICIES carrier. The concept behind easyJet was superior had played an integral part in
Pagliero, M ‘to offer low-cost airline service to the securing the contract in Korea due to his
Courty, P masses’, and the airline accomplished this depth of knowledge on the subject. He
London Business School by adopting an efficiency-driven chose Ellen to be the key North American
operating model, creating brand project manager because she had
Founded in 1999 by Stelios Haji-Ioannou, awareness, and maintaining high levels significant project management skills
easyEverything quickly became the of customer satisfaction. A key issue in and impressive international experience.
largest chain of Internet cafes in the the case is whether the airline will Upon Ellen’s arrival, she discovered that
world. Stelios used his experience in the continue to grow and survive in the the Korean consultants were far less
airline industry to introduce dynamic highly competitive low-cost segment of skilled than she had expected. In
pricing in Internet Cafe. The price in the the market. In 2000, Stelios was anxious addition, Ellen had understood that she
cafes is automatically updated every 5 to try his hand at launching other and the Korean manager were to be co-
minutes according to capacity utilisation businesses, so he started a chain of managers but immediately tensions
and, far from discouraging potential Internet cafes. Some questioned whether arose regarding who was giving direction
customers, the new system has been Stelios would be able to successfully to the team and the scope of the project.
widely accepted. Although this pricing transfer his low cost business model to Tensions escalated until it was clear that
scheme successfully manages to smooth Internet cafes. Undeterred, Stelios moved the project was behind schedule and the
demand, preventing queues from ahead with his plan to create Koreans were not taking direction from
forming or having empty stores, Stelios easyEverything, with the belief that he Ellen. The Koreans insisted that Ellen was
believes that it can be improved. The could make a profit by encouraging the problem. Ellen’s superior disagreed;
challenge ahead is to find new ways to customers to surf the Internet, send e- he and Ellen must decide how to
increase store occupancy without having mail and shop on-line. This case contains proceed. The challenge is to balance
to decrease prices below reasonable colour exhibits. Instructors should note strategic goals with individual action.
levels. The focus of the case is on pricing that ‘easyJet’ is the first case in a series
and it illustrates how the concepts of Korea; Business services; Large; 1995
that includes ‘easyEverything: The Intercultural relations
demand and price discrimination are Internet Shop’ (IMD-3-0874) and
used in practice. The aim of the case is to Women in management
‘www.easyrentacar. com’ (IMD-3-0875). Team building
stimulate students to discuss how **ecch European Case Awards Category
easyEverything manages its pricing Group behaviour
Winner 2001 and ecch European Case
policies to sort consumers in different Awards Overall Winner 2002**. 20 pp
segments and to make the best use of Field research
store capacity. Overall, the case Europe; Airline; 1,000 employees, US$125 8A97G29 (5 pp)
introduces the reader to the fundamental million turnover; 1999
issue of how different pricing Marketing strategy
instruments can be used to maximise Industry analysis
revenues. Service management
302-058-1
Europe; Internet cafes; 1999-2001 22 pp EVEN A CLOWN CAN DO IT: CIRQUE
Pricing policies Field research DU SOLEIL RECREATES LIVE
Demand curve IMD-3-0873-T (19 pp) ENTERTAINMENT CASE B
Price discrimination Kim, WC
Peak load pricing Mauborgne, R
Revenue management Bensaou, BM
Dynamic pricing 9A97G029 Williamson, M
ELLEN MOORE (A): LIVING AND INSEAD
25 pp WORKING IN KOREA
Field research This is the second of a two-case series
301-228-8 (8 pp) Lane, H (302-057-1 and 302-058-1). Cirque du
Nicholls, C Soleil very successfully entered a
Ellement, G structurally unattractive circus industry. It
Richard Ivey School of Business was able to reinvent the industry and
IMD-3-0873 This case is from the Ivey Best Selling created a new market space by
EASYJET: THE WEB’S FAVOURITE Case Collection. Ellen Moore, a Systems challenging the conventional
AIRLINE Consultant, was sent to Korea to manage assumptions about how to compete. It
Kumar, N a project involving a team of North value innovated by shifting the buyer
Rogers, B American and Korean consultants group from children (end-users of the
IMD - International Institute for representing a joint venture between a traditional circus) to adults (purchasers of
Management Development major Korean conglomerate and a the traditional circus), drawing upon the
significant North American information distinctive strengths of other alternative
Stelios Haji-Ioannou, the 32-year-old technology company. The Americans industries, such as the theatre, Broadway
Chief Executive Officer and founder of were to be involved for the first seven shows and the opera, to offer a totally
easyJet airlines, achieved profitability for months in order to transfer expertise and new set of utilities to more mature and
10
100 best-selling cases
higher spending customers. The case redress the slump and his eventual Leadership
series is designed to serve a variety of removal does not come as much of a Succession
purposes in the value innovation and surprise. What is surprising is the Radical change
creating new market space teaching insistence by BA’s chairman that Ayling Corporate renewal
module of an MBA strategy course or had set the right strategy, but was the Implementing a new strategy
executive education programme. The wrong person to implement it. The case Fair process
case series can be equally used explores what went wrong. This is a very Corporate culture
individually in a standalone module on rich case that can be tackled from several Customer service
value innovation or as part of a sequence angles. On the leadership succession side Industrial relations
of three to four sessions. In both it illustrates the difficulties of making Cost cutting
instances, the instructor can best use it to one’s mark when taking over a highly Service sector
cover the following topics: (1) the value successful company, especially coming 27 pp
innovation logic (as compared to after a very respected leader. On the Published sources
industry and competitive analysis); (2) the leadership style angle, the case 302-016-8 (37 pp)
concept of value curve; and (3) the six highlights the various roles of the leader -
paths analysis for creating new market as strategist, architect and mobiliser - and
space. **ecch European Case Awards the difficulties of building or rebuilding
Category Winner 2008** credibility and trust. It also raises
questions on why leaders often become 599-038-1
Canada, USA, Europe; Circus; 2001 FORD KA (A): BREAKING NEW
Circus and live entertainment more abrasive as time passes and how
much their style is shaped by their initial GROUND IN THE SMALL CAR MARKET
industry
Value innovation background and leadership experiences. Christen, M
Strategy The case can be used to examine how to Soberman, D
Creating new market space bring about radical change, particularly Cothier, G
Redefining industry boundaries when the company is doing well at the INSEAD
Moving across industries outset and staff’s sense of urgency is
This is the first of a two-case series (599-
Thinking out of the box correspondingly low. It also illustrates the
038-1 and 599-039-1). In response to the
Competition importance of fair process in radical
changes in the European small car
change efforts. Last but not least the
9 pp market, Ford decided to launch a second
case raises questions on the causes and
Field research small car, the Ford Ka. The Ford Ka has
consequences of company culture. As
302-057-8 (24 pp) already been developed, the production
CEO Marshall had created a culture of
capacity determined, and the launch set
employee and customer care that was
for October 1996 in France. Before Gilles
widely admired even beyond the airline
Moynier can get to the specifics of the
sector, that culture seemed to go away
marketing strategy, he must decide who
302-016-1 fairly quickly as service levels dropped
the target customer for the Ford Ka
FLYING INTO A STORM: BRITISH and employees felt no longer cared for.
should be. The (B) case reveals that Ford
AIRWAYS (1996-2000) What happened? The case can be used as
chose an attitudinal segmentation and
a stand alone case, or following a
Manzoni, JF presents initial sales results. The change
discussion of the case ‘Becoming the
Barsoux, JL in the segmentation approach made it
World’s Favourite Airline: British Airways
INSEAD difficult to assess the success of the
1980-93’ (398-080-1) (which covers the
This case considers the transition at the launch and to determine what needed to
King-Marshall years). Note: the first 18
head of British Airways (BA) from Lord be done next to continue to build the
months of Ayling’s tenure (and hence of
Marshall, key architect of BA’s spectacular brand. The Ford Ka case introduces
the period covered in this case) were
restructuring and revitalisation in the students to the fundamental marketing
discussed in the case ‘Remaining the
1980s, to his chosen successor Robert problem of market segmentation and
World’s Favourite Airline: British Airways
Ayling. In an increasingly deregulated target selection. Ford’s situation does not
1993-97’ (398-081-1). That case was
market, Ayling’s challenge is to sustain fit the ‘textbook’ model exactly and thus,
focused mainly on leadership succession
BA’s position of leadership in the airline the case is an opportunity for students to
and fair process. This new case builds on
industry. He pursues an ambitious see how theory is applied in the real
this initial period and covers the next
strategic alliance, a massive cost cutting world. Ford’s problem is not unique.
three years, culminating in the removal of
drive and initiates a controversial change Often firms want to introduce an existing
Robert Ayling. These additional three
of corporate identity. Although the stock product to a new market. At a more
years were very eventful and result in a
market initially approves of most of his detailed level, the case can be used to
much richer set of teaching issues. If you
strategy, he runs into trouble on the highlight the difference between
want to centre the discussion on fair
industrial relations front. A cabin crew segment formation and segment
process, we recommend using the case
strike in the summer of 1997 hits identification and the importance of
‘Remaining the World’s Favourite Airline’:
employee morale and triggers a considering implementation issues of a
British Airways 1993-97 (398-081-1). This
sustained dive in the airline’s share price. marketing strategy. The case also exposes
present case will support a broader
For all Ayling’s efforts over the following students to typical market research tools
discussion.
three years, he does not manage to used for market segmentation.
United Kingdom; Airline; Over 60,000
France; Automobile; Sales FF18 billion
employees; 1996-2000
(1995); 1996-1997
11
100 best-selling cases
12
100 best-selling cases
faced with Jack Welch’s impending what Google should do next. One option similarities, the formula for success of the
retirement and whether anyone can is to stay focused on the company’s core two companies is rather different, with
sustain the blistering pace of change and competence, ie, developing superior Vision Express relying on a heavy use of
growth characteristic of the Welch era. search solutions and monetizing them advertising featuring ‘two for one’ sales,
After briefly describing GE’s heritage and through targeted advertising. Another and GPS competing on high service
Welch’s transformation of the company’s option is to branch into new arenas, for levels and repeat business. The
business portfolio of the 1980s, the case example, build Google into a portal like acquisition, if made, would be GPS’ first
chronicles Welch’s revitalization initiatives Yahoo or Microsoft Network (MSN); major expansion outside France.
through the late 1980s and 1990s. It extend Google’s role in e-commerce England, France; Retail; Medium; 1997
focuses on six of Welch’s major change beyond search, to encompass a more Cross border acquisition
programs: The Software Initiatives, active role as an intermediary (like eBay)
Globalization, Redefining Leadership, facilitating transactions; or challenge 15 pp
Stretch Objectives, Service Business Microsoft’s hegemony over the personal Field research
Development, and Six Sigma Quality. computer (PC) desktop by developing
May be used with: (9-304-049) ‘GE’s Talent software to compete with Office and
Machine: The Making of a CEO.’ Windows.
IMD-3-0862
United States, global; Industrial Mountain View, California (CA), United GPS & VISION EXPRESS (B)
conglomerate; 293,000 employees, $100 States; Advertising industry, internet and
billion revenues; 1981-1998 online services industries, software Killing, P
Business policy industry; 5,000 employees, US$6.1 billion Horovitz, J
Conglomerates revenues; 2005 IMD - International Institute for
Corporate culture Business history Management Development
Corporate strategy Business models This is the second of a two-case series
Executives Competition (IMD-3-0861 and IMD-3-0862). The
Leadership Corporate culture acquisition referred to in the (A) case was
Management of change Corporate governance made, but it is not going well. Two
Organizational change Corporate strategy executives at GPS are proposing a
Organizational development Corporate structure revolution at Vision Express which would
Strategy implementation Entrepreneurship change the company’s business model
24 pp Governance to be more like the French model. Dean
Published sources Innovation Butler strongly opposes the change,
5-300-019 (16 pp) Network effects arguing that it would ruin Vision Express.
Search engines The business model may or may not be
Social networks the problem. What should GPS
Values management do?
9-599-078 33 pp England, France; Retail; Medium; 1997
GOING TO MARKET Note Published sources Post merger integration
5-806-199 (32 pp)
Dolan, RJ 5 pp
5-807-067 (8 pp)
Harvard Business Publishing Field research
Describes the major issues in deciding
how to reach the market. Covers issues of
channel design and channel IMD-3-0861 IMD-3-1353
management. GPS & VISION EXPRESS (A) GREG DYKE: TAKING THE HELM AT
Distribution channels Killing, P THE BBC (A)
Marketing management Horovitz, J Killing, P
10 pp IMD - International Institute for Keys, T
Management Development IMD - International Institute for
This is the first of a two-case series (IMD- Management Development
3-0861 and IMD-3-0862). In the summer This is the first of a three-case series (IMD-
9-806-105 of 1997 the executive team of GPS, a very 3-1353, IMD-3-1354 and IMD-3-1441).
GOOGLE, INC successful French retailer in the one hour This is a teaching case designed to
Eisenmann, TR photo finishing and one hour eyewear illustrate the challenges facing a senior
Herman, K business, is trying to decide whether or executive, in this case a CEO (director-
Harvard Business Publishing not to purchase Vision Express of the UK. general), as he or she takes over a new
Both companies are very entrepreneurial, role in a new organisation. The BBC has
Describes Google’s history, business
fast growing, and have pioneered the major internal challenges around
model, governance structure, corporate
one hour service concept in their organisation and culture, in addition to
culture, and processes for managing
respective countries. The founder of significant external market challenges as
innovation. Reviews Google’s recent
Vision Express was Dean Butler, the the media industry moves from analogue
strategic initiatives and the threats they
American who previously founded Lens to digital technologies. The case is set on
pose to Yahoo, Microsoft, and eBay. Asks
Crafters in the USA. In spite of their the day of Greg Dyke’s first speech to staff
13
100 best-selling cases
when he needs to set the agenda for his Self-fulfilling prophecy Honda’s successful entry into the US
time as Director-General. Key discussion Pygmalion effect market is viewed as highly adaptive and
points are expected to be around: the Communication fraught with error and serendipity. Honda
priorities he sets for tackling the issues Conflict and mediation (A) and (B) are designed to be used
that face him, how he communicates his Cognitive biases together to contrast two differing views
leadership style and the approaches for Labelling of major events in a company’s history,
tackling an unhappy organisation. A Selective attention both of which are important for a general
video ‘IMD-3-1353-V’ is available to Attributions manager to understand.
accompany the (A) and (B) cases. **EFMD HR (human resources) systems, fair Japan, United States; Motorcycles; Large;
Case Writing Competition Category process and feedback 1948-1974
Winner 2005** Vicious circles Business policy
United Kingdom; Media; £3 billion 8 pp Corporate strategy
revenue; 2000 Generalised experience Japan
Media 404-083-8 (24 pp) Management of change
Leadership Management styles
Organisational change Motorcycles
Culture 9 pp
Strategy 9-384-049 Field research
12 pp HONDA (A)
Field research Pascale, R
IMD-3-1353-T (12 pp) Christiansen, E
Harvard Business Publishing 606-012-1
IDEO: SERVICE DESIGN (A)
This case is part of the Harvard Business
School Premier Case Collection. Sosa, ME
404-083-1 Describes the history of Honda Motor Bhavnani, R
HELEN RAMSAY: A MEDIATION Company from its beginning through its INSEAD
ATTEMPT entry into and subsequent dominance of This is the first of a two-case series (606-
Manzoni, JF the US market. The history is explained 012-1 and 606-013-1). This case describes
Barsoux, JL primarily in terms of strategic factors and how IDEO adapts its famed innovation
INSEAD quoted from two sources: an earlier case process (developed to design new
Two reasonable people, a boss and a and Boston Consulting Group report on products) to the particularities of services
subordinate, find each other ‘impossible the motorcycle industry. Should be used and their design. The case series
to handle’. Through their descriptions of with Honda (B). describes four service design projects to
each other’s behaviour we realise that Japan, United States; Motorcycles; Large; show how IDEO has developed and
they are in a self-perpetuating dynamic. 1948-1974 codified a series of design methods,
An attempted intervention by the Business policy which constitute a toolbox from which
human resource manager not only fails Competition teams can pick and choose depending
to resolve the situation; it actually makes Corporate strategy on the innovation project. The case study
it worse. The teaching objectives are as Japan aims to: (1) reinforce the notion of the
follows: (1) to illustrate how cognitive Learning curves five-step innovation process that can be
biases can trigger very different takes on Motorcycles used for any design project, whether it is
the same ‘reality’; (2) to discuss the a service or a product. (The five steps of
9 pp the IDEO process are: (i) observe; (ii)
management of ‘lower performers’; (3) to Published sources
increase awareness of the vicious circles synthesise; (iii) generate ideas; (iv) refine;
5-386-034 (7 pp) and (v) implement); (2) highlight the
in which bosses and ‘lower performers’ 5-704-022 (27 pp)
get caught; and (4) to discuss the role of differences between product and service
human resources in intervention and design, and the subtle differences in the
prevention. This case replaces ‘Helen respective processes; (3) introduce the
Ramsay (A) & (B)’ (403-038-1 and notion of IDEO methods as a set of
403-039-1). **EFMD Case Writing 9-384-050 interchangeable tools to be used
Competition Category Winner 2004** HONDA (B) according to the type of project being
worked on, and identify when is it best to
No specific location (English-speaking Pascale, R
use them; and (4) introduce the concept
country); Division of a multinational Christiansen, E
of knowledge brokering and examine
company Harvard Business Publishing
the ways in which the transfer of
Human resources manager Describes the history of Honda Motor knowledge is carried out across a
Boss behaviour Company from its beginning through its distributed organisation. This case was
Subordinate performance entry into and subsequent dominance of previously numbered 605-031-1. **ecch
Management and leadership the US market as seen through the eyes European Case Awards Category Winner
Motivation and expectations of Honda executives. The history of 2008**
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9-396-357 challenges of introducing a new product This is the first in a three part case series
MCKINSEY & CO: MANAGING into the local and global marketplace. (IMD-3-0423 to IMD-3-0425). Nestlé SA is
KNOWLEDGE AND LEARNING Questions raised are: Should the product the world’s largest food company; its
Bartlett, C be priced according to its perceived acquisition of Rowntree plc in 1988 was,
Harvard Business Publishing value? Should Medi-Cult pursue a at 2.5 billion GB Sterling, the largest-ever
penetration or market skimming strategy foreign takeover of a British company.
This case is part of the Harvard Business in pricing the new product? How will the This case series is positioned before,
School Premier Case Collection. contribution margin be affected if a during, and after the acquisition of
Describes the development of McKinsey global, regional, or multinational pricing Rowntree by Nestlé, and gives an ‘inside
& Co as a worldwide management strategy is chosen? What are the ethical look’ at a major acquisition. This case (A)
consulting firm from 1926 to 1996. In issues in pricing pharmaceuticals? includes a note on the world chocolate
particular, it focuses on the way in which **ecch European Case Awards Category industry, and ends at the point when
McKinsey has developed structures, Winner 2005** Nestlé must decide whether to launch a
systems, processes, and practices to help hostile bid for Rowntree. The case is
it develop, transfer, and supply Worldwide; Biotechnology; 1997 turnover
US$3 million; 1998 written from Nestlé’s point of view, and
knowledge among its 3,800 consultants provides the opportunity to consider the
in 69 offices worldwide. Concludes by Pricing
New products benefit of various acquisition possibilities
focusing on three young consultants in the industry. The case also raises
operating in each dimension of the firm’s International marketing
questions as to why Rowntree became a
organization - the local office, the 13 pp takeover target, and on Nestlé’s historical
industry practice, and the firm’s Field research policy of not making hostile takeovers.
competence center. MD Rajat Gupta IMD-5-0537-T (14 pp) **ecch European Case Awards Category
wonders if the changes he has made are Runner Up 1992 and ecch European Case
sufficient to maintain the firm’s vital Awards Category Winner 1997**
knowledge development process. Can
be used in general management, service IMD-5-0395 Europe, Global; Chocolate confectionery;
management, or international MEDIQUIP SA® SFr 35 billion sales; 1988
management courses to focus on the Mergers and acquisitions (strategy,
Kashani, K pricing, tactics)
GM’s role in making knowledge and IMD - International Institute for
expertise a source of competitive Industry analysis
Management Development Company analysis
advantage.
This case is a revised and updated edition 32 pp
6,000 employees, $1.8 billion revenues; of case ‘582-011-1’ of the same title. The
1996 Field research
case describes the selling activities of a IMD-3-0423-T (18 pp)
Business policy sales engineer with respect to a key
Consulting account. The loss of the order for a CT
Innovation scanner provides the background for
Knowledge transfer analysing the dynamics of the buying IMD-3-0424
Management of professionals situation and the salesman’s handling of NESTLÉ-ROWNTREE (B)
Multinational corporations it. The issues raised are: (1) who are the
Organization Ellert, JC
cast of characters influencing the buying
Killing, P
20 pp decision? (2) what seems to motivate
Hyde, D
Field research them? and (3) what sales strategy would
IMD - International Institute for
5-398-065 (16 pp) be appropriate?
Management Development
Germany; Medical equipment; 1980-1981
This is the second of a three-case series
Buyer behaviour
IMD-5-0537 (IMD-3-0423 to IMD-3-0425) on the 2.5
Sales organisation
MEDI-CULT: PRICING A RADICAL billion GB Sterling takeover of Rowntree
Salesmen
INNOVATION by Nestlé in 1988. Nestlé has launched a
Selling
hostile bid for Rowntree; this case ends at
Kumar, N Strategy
a ‘breaking point’ in the process, and
Rogers, B 9 pp places us in the middle of a critical
IMD - International Institute for Field research negotiation session of the most senior
Management Development IMD-5-0395-T (13 pp) executives of the two companies. The
This is a case that highlights the issues case is written from Nestlé’s point of view,
involved in the launch of an infertility and raise questions regarding the
product and procedure, which allows takeover price and the potential post-
women to become pregnant without IMD-3-0423 acquisition integration and organization
having to undergo unpleasant hormone NESTLÉ-ROWNTREE (A) structure. **EFMD European Case Writing
stimulation or experience dangerous Ellert, JC Competition Category Winner 1990**
side-effects. In bringing its product to Killing, P Europe, Global; Chocolate confectionery;
market, Medi-Cult, a small biotechnology Hyde, D SFr 35 billion sales; 1988
company, must deal with regulatory IMD - International Institute for Mergers and acquisitions
constraints, larger competitors, and the Management Development Take-over bid price-post merger
integration
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100 best-selling cases
yet neither the reason for the problem marketing and the marketing approach, including a reliance on prepaid (as
nor a solution to it is readily apparent. As or in a brand management course to opposed to post-paid) plans and the
the plant is an exemplar of Toyota’s explore the frontiers of branding. This total elimination of contracts. Includes
famed production system (TPS), Friesen is case can also be used in a consumer color exhibits.
determined that, if possible, the situation behaviour course to examine the United States; Telephone industry; 200
will be resolved using TPS principles and motivations and decision-making employees, $5.2 billion revenues; 2002
tools. Students are asked to suggest what process of low-income consumers. Market segmentation
action(s) Friesen should take and to Alternatively, it can be used in a global Pricing
analyze whether Georgetown’s current marketing or global strategy and Pricing strategy
handling of the seat problem fits within management course to study the way Target markets
the TPS philosophy. The teaching multinational companies adapt their Telecommunications
purpose is to: (1) provide comprehensive strategy to compete in emerging
knowledge on Toyota Production countries. **EFMD Case Writing 19 pp
System; (2) exercise advanced root cause Competition Category Winner 2004, Field research
analysis; and (3) demonstrate the totality ecch European Case Awards Category 5-504-108 (20 pp)
of manufacturing, especially the link Winner 2007 and ecch European Case
between production control and quality Awards Overall Winner 2008**
control. Brazil; Home and personal care; US$56
Georgetown, KY; Autos; Large, 4,000 billion; 1996-2004 9-498-045
employees, $1-5 billion revenues; 1992 Marketing WOLFGANG KELLER AT
Automobiles Branding KONIGSBRAU-TAK (A)
International operations Low-income consumers Gabarro, JJ
Process analysis Poverty Harvard Business Publishing
Production controls New product introduction
Raises issues concerning: (1)
Quality control Break-even analysis
performance evaluation; (2) performance
Suppliers Advertising
appraisal; (3) managing ineffective
22 pp Pricing
performance; and (4) conflicts in
Field research 23 pp management style. A rewritten version of
5-693-046 (25 pp) Field research an earlier case. May be used with:
504-009-8 (34 pp) (R0401H) ‘What Makes a Leader?’ (HBR
504-009-9 (s/w) Classic).
Europe; Beer; Mid-size, US$100 million
504-009-1 sales
UNILEVER IN BRAZIL (1997-2007): Beverages
MARKETING STRATEGIES FOR LOW- 9-504-028 Human resources management
INCOME CONSUMERS VIRGIN MOBILE USA: PRICING FOR Leadership
Chandon, P THE VERY FIRST TIME Management styles
Pacheco Guimaraes, P McGovern, GJ Performance appraisal
INSEAD Harvard Business Publishing Superior and subordinate
Unilever is a solid leader in the Brazilian Dan Schulman, the CEO of Virgin Mobile 18 pp
detergent powder market with an 81% USA, must develop a pricing strategy for Field research
market share. Laercio Cardoso must a new wireless phone service targeted 5-400-069 (20 pp)
decide: (1) whether Unilever should toward consumers in their teens and
divert money from its premium brands to twenties, many of whom are believed to
target the lower-margin segment of low- have poor credit quality and uneven
income consumers; (2) whether Unilever usage patterns. Contrary to conventional IMD-5-0702
can reposition or extend one of its industry wisdom, Schulman is convinced XIAMETER: THE PAST AND FUTURE
existing brands to avoid launching a new that he can build a profitable business OF A ‘DISRUPTIVE INNOVATION’
brand; and (3) what price, product, based on this underrepresented target
Kashani, K
promotion, and distribution strategy segment. The key is pricing. Schulman is
Francis, I
would allow Unilever to deliver value to currently debating three pricing options:
IMD - International Institute for
low-income consumers without (1) adopting a pricing structure that is
Management Development
cannibalising its own premium brands roughly equivalent to the major carriers;
too heavily. This case deals with the (2) adopting a similar pricing structure, The case study is about a successful
question of whether marketing and but with actual prices below the major strategy formulated at Dow Corning for
branding create value for really poor carriers; or (3) coming up with a radically marketing commodity silicones, a
consumers. It can therefore be used in an different pricing structure. With respect chemical used in diverse applications. It
MBA, executive education or to the third option, Schulman is deals with important issues in B2B
undergraduate core course on marketing considering various alternatives, marketing: refocusing on user needs and
management to illustrate the value of developing a ‘needs-based’
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100 best-selling cases
segmentation of industrial customers; garments to its 507 stores in 33 countries continuously adjusts what it produces
bundling and de-bundling of technical in just fifteen days after they were and merchandises on that basis. Powered
services; branding of commodity designed. Its unique systems for product by ZARA’s success, Inditex has expanded
chemicals; web-based low price/no-frills design, order administration, production, into 39 countries, making it one of the
value proposition; making money with distribution and retailing were behind most global retailers in the world. But in
commodities. The case also describes a this astonishing capability. Its 2002, it faces important questions
‘tipping point’ in Dow Corning’s history unconventional approach provides concerning its future growth.
and strategy where their leadership in interesting opportunities for discussion Spain, Global; Fashion industry; 26,724
the silicone business was at stake; and learning. The case is quite popular employees, 3,250 million eurodollars
management had to chart radically new with executives, MBA’s and revenues; 2002
ways to compete in commoditized undergraduate business students. It can Competitive advantage
markets - what they call their ‘disruptive be used in a remarkably wide range of Globalization
innovation’. At the end the students are courses - from a core operations Market selection
asked to look at the success of Xiameter management course to electives focused Supply chain
(the company’s web-based brand) and on international operations, operations Time based competition
decide its future. The choices are: strategy, global logistics, distribution, Vertical integration
maintain status quo; incrementally fine retailing, as well as in specialised and
tune the strategy; go for a major general executive programmes. The 35 pp
overhaul. Xiameter case can be used to: teaching note includes several Field research
(1) show an example of turning customer photographs from Zara’s operations in La 5-703-496 (21 pp)
insights into successfully re-defining Coruna, and the appendices are available
business and marketing strategies; (2) as PowerPoint files as the teaching note
address issues of segmentation, value supplement ‘603-002-9’. This case was the
proposition and branding in industrial winner of the 2003 Indiana University 9-604-081
marketing; (3) demonstrate how two Center for International Business ZARA: IT FOR FAST FASHION
contrasting value propositions could be Education and Research (CIBER)-
McAfee, AP
offered to industrial customers under sponsored Production and Operations
Sjoman, A
different brands; (4) discuss value Management Society (POMS)
Dessain, V
innovation in B2B markets; (5) examine International Case Competition.
Harvard Business Publishing
and analyze elements of a successful Spain and global; Fashion apparel; Large
web-based business model; (6) learn This case is part of the Harvard Business
multinational; 2002
how adversity can challenge an School Premier Case Collection. In 2003,
Global supply chain
organisation to re-define its business and Zara’s CIO (chief information officer) must
Design-product-distribution-retail
marketing strategies for future success. decide whether to upgrade the retailer’s
integration
IT infrastructure and capabilities. At the
International, global; Silicones; US$4 Fast-response networks
time of the case, the company relies on
billion; 2001-2006 Fashion retailing
an out of date operating system for its
Marketing industrial commodities Queuing and inventory models
stores terminals and has no full-time
Strategic innovation Manufacturing-marketing interface
network in place across stores. Despite
e-Commerce Time-based competition
these limitations, however, Zara’s parent
Industrial segmentation Mechanising
company: Inditex, has built an
Dual branding 15 pp extraordinarily well performing value
21 pp Field research chain that is by far the most responsive in
Field research 603-002-8 (21 pp) the industry. The case describes this value
603-002-9 (s/w) chain, concentrating on its operations
and IT infrastructure.
603-002-1 Spain; Apparel, retail industry; 32,000
ZARA employees, US$4 billion revenues; 2003
9-703-497 Computer networks
Ferdows, K ZARA: FAST FASHION Information systems
Georgetown University Ghemawat, P Information technology
Domiguez Machuca, JA Nueno, JL Operations management
University of Sevilla Harvard Business Publishing Production
Lewis, M Supply chain
Focuses on Inditex, an apparel retailer Vertical integration
Warwick Business School
from Spain, which has set up an
The case offers an illustration of a fast- extremely quick response system for its 23 pp
response global supply, production, and ZARA chain. Instead of predicting Field research
retail network. In 2002 Zara, operating months before a season starts what 5-604-104 (20 pp)
out of La Coruna in north-west Spain, was women will want to wear, ZARA observes
the only retailer that could deliver what’s selling and what’s not and
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100 best-selling cases
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