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Case Studies by Anne-Marie Carrick

64 case studies

by Title
published: 18 Sep 2008

  • Topic: Operations
  • Industry: Trimmings (textile, garment)
  • Region: Europe

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Abstract:
The case describes how AMF Snaps, a supplier of fastenings for the premium clothes market, has risen to become one of Europe's leading and most innovative snaps companies. From the first collection in 1996, designed by founder Andreas Faerber with the help of some friends using simple computer graphic tools, by 2007 the workforce had increased from four people to 70, with annual sales of 50 million snaps. Unwavering in his belief that the relationship with the customer is key to success, in 2007 Faerber was faced with a dilemma. Survey results revealed a gap between what employees perceived to be the company’s strong points and what its clients considered them to be. It also uncovered a weak point in the snap supplying process: the outsourced manufacturing of the snaps. .

Pedagogical Objectives:
The case considers the trade-off between operating with a network of subcontractors and acquiring non-core assets to improve supply chain integration. Having no constraints on the manufacturing side has allowed the company to be more creative than its competitors, which fashionmakers value highly. But the unreliability of the electroplating part of the production network may jeopardise its position as a key supplier to Europe?s big fashion brands. Students analyse the options available to improve the reliability and responsiveness of the whole value chain (acquisition, joint-venture, long-term collaboration) and justify the strategy chosen taking into account the elements that have historically made AMF so successful.

Keywords:
Innovation, Textile Industry, Supply Chain, Vertical Integration, Design

published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG’s new profit agenda. Despite these problems ATG is profitable within a year.

Pedagogical Objectives:
The case deals with the most common difficulties encountered by companies attempting to transform Chinese SOEs that have operated under a planned economy so that they can succeed in the world of market, consumers and competitors. However, it differs from other cases concerned with these issues as it presents three very different cultural dimensions. The case can be used in MBA and executive programs on international management, Asian business, change management and emerging markets. The objective is to understand the challenges of transforming Chinese state-owned enterprises through a joint venture. Case (B) continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market. Pedagogical Objectives: The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture organisational, operational, human resource and financial need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

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published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market.

Pedagogical Objectives:
The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture ? organisational, operational, human resource and financial ? need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

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published: 11 Jun 2015

  • Topic: Entrepreneurship
  • Industry: Private Equity and Venture Capital
  • Region: Europe

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Abstract:
This case examines a critical decision faced by the partners of a venture capital firm, Adara Venture Partners, in June 2013. In the course of raising their second fund, the partners face the prospect of an anchor investor pulling out because Adara had not yet assembled sufficient capital to meet the end-of-month deadline to complete the fund’s first closing. As a consequence, the partners are evaluating the possibility of the GP itself underwriting a portion of the gap in the fund’s total capital commitment—which involves weighing a host of critical issues at the heart of venture capital fund management: GP economics, fundraising strategy, investor relations and the fund’s investment strategy.

Pedagogical Objectives:
An overarching objective is for participants to understand the entrepreneurial challenge of building a venture capital firm from the ground up. The specific decision addressed in the case—whether or not the partners should proceed with underwriting a portion of the firm’s second fund—allows participants to explore a host of issues that relate to the management of a venture capital fund.

Keywords:
Venture Capital, Private Equity, Entrepreneurship, Spain, Start-Ups, Financing, Europe, Technology, Corporate Governance, Value Creation, Strategy and Implementation, Gpei, Gpei-Case

published: 29 Mar 2011

  • Topic: Entrepreneurship
  • Industry: Telecoms
  • Region: Global

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Abstract:
This case study can be used as a stand-alone case or in conjunction with INSEAD case study Mimijumi". Frank Drummond the protagonist is a qualified medical doctor with vast experience in the healthcare sector. He leaves his native US to study for an MBA. Case A describes his first venture into product development. It traces the different stages Frank and the Bazile Telecom team go through in designing the actual phone hardware and the software, and developing the brand values. Just two years later the company is running successfully – a call centre has been set up and they have become a Mobile Virtual Network Operator. Frank, however, has “itchy” feet and is getting weary of the complexities of the telecom industry. He is tempted by a new product development venture proposed by a fellow doctor friend in the US, Bill.

Pedagogical Objectives:
1) From an entrepreneurship viewpoint, this case series emphasizes the value of focusing on a specific user?s need (e.g. mobile communication for elderly people; transitioning of breast feeding to bottle in babies). It shows the value of focusing on a niche market to develop an innovative solution. It demonstrates the many advantages to starting small and growing one step at a time by creating value in novel ways for a specific market segment. 2) From a product development process viewpoint, these cases helps students understand the challenge of evaluating and selecting product concepts - a critical stage in the concept development phase.

Keywords:
Brand Values, Telecoms, Niche Markets, Product Design and Development, Innovative Design, Start Up

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published: 27 Jan 2017

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Abstract:
The case describes the rise of BlaBlaCar to global leadership of long-haul ridesharing and to prominence as one of Europe's most successful startups. It focuses on a critical juncture when the company has recently emerged as the European leader and has raised $100 million to go global.

Pedagogical Objectives:
The case allows an integrated coverage of most elements of a core strategy course, including: industry analysis, competitive advantage, business models, company value chain, platform dynamics and positive feedback, acquisitions and global expansion. For entrepreneurship, it covers the founding and scaling of a new venture.

Keywords:
Sharing Economy, Global Expansion, Disruption, Platform Strategy, Ridesharing, Green Business, Competitive Strategy, Business Models

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published: 24 Apr 2015

  • Topic: Entrepreneurship
  • Industry: Textile
  • Region: Asia

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Abstract:
Read a related Knowledge article "The Three Steps of Successful Turnarounds" by Claudia Zeisberger.

Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company’s financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

Pedagogical Objectives:
When times are good, (almost) anyone can lead; it is leading at difficult times that separates the wheat from the chaff. This case provides the opportunity for professionals to try their hand at a challenging turnaround situation in which financial distress is exacerbated by allegations of fraud. Add India, the setting, to the mix and it could be described as a 'perfect storm'.

Keywords:
Turnaround, Textile, Cash Flow Management, Emerging Markets, Corporate Governance, India, Distressed Companies, Fraud, Corporate Governance, Investors, Stakeholders and Accountability

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published: 24 Apr 2015

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Abstract:
Read a related Knowledge article "The Three Steps of Successful Turnarounds" by Claudia Zeisberger.

Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company’s financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

Pedagogical Objectives:
When times are good, (almost) anyone can lead; it is leading at difficult times that separates the wheat from the chaff. This case provides the opportunity for professionals to try their hand at a challenging turnaround situation in which financial distress is exacerbated by allegations of fraud. Add India, the setting, to the mix and it could be described as a 'perfect storm'.

Keywords:
Turnaround, Textile, Cash Flow Management, Emerging Markets, Corporate Governance, India, Distressed Companies, Fraud, Corporate Governance, Investors, Stakeholders and Accountability, Gpei, Gpei-Case

Prizes won:
- Winner 2015 EFMD Case Writing Competition, Indian Management Issues and Opportunities Category

Related:

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics. She draws on her experience in the US to encourage the nursing staff to take on more clinical responsibilities. The case examines how nurses' roles are developing within the NHS as they take on more tasks that have traditionally been the responsibility of doctors and consultants (attending physicians). The case describes how Jamieson changes the mindset of the key players (managers, consultants and anaesthetists), and how she implements the pre-assessment clinics and improves the existing day surgery pre-admission process. Patient satisfaction is increased and fewer operations are cancelled, thus reducing costs for the Trust.

Pedagogical Objectives:
This case can be used to illustrate the following leadership and management concepts: - Strategic change and the alignment of change activities at the business unit, team and individual levels - Issues related to the adoption of externally developed managerial innovations - Economic complements and substitutes as applied to professional role expansion -The process of leading organizational change initiatives

Keywords:
Leadership, Organisational Change, Service Redesign, Staff Empowerment, Economic Complements and Substitutes, Service Improvement, Role Redesign, Innovation Adoption

Prizes won:
- 2006 EFMD Case Writing Competition, Public Sector Innovations Category

published: 26 Feb 2018

  • Topic: Strategy
  • Industry: Digital transformation
  • Region: South America

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Abstract:
The case presents the “leapfrogging” opportunities for Latin America brought by the digital revolution and innovation. It examines the region’s economic and commercial achievements made possible by the huge penetration of mobile vs fixed broadband. In addition, digital transformation is helping to address social issues such as financial exclusion, unemployment and healthcare. Also, by improving transparency in the system, digital has the potential to reduce corruption, one of the biggest obstacles to doing business in Latin America.

Pedagogical Objectives:
This study provides an overview of the leapfrogging opportunities that digital transformation offers Latin America as well as the challenges to be overcome for it to deliver on the promises of the digital revolution. It can serve either as a complementary case to the Stefanini case package, or as a standalone piece for instructors teaching about digital challenges and opportunities in Latin America.

Keywords:
Digital Distruption, Emerging Markets, Blockchain, Latin America, Fintech, Ehealth, Ecommerce, Smart City, Leapfrogging, Technolatinas, Digital Revolution, Digital Transformation

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