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Case Studies by Anne-Marie Carrick

65 case studies

by Publication Date
published: 27 Feb 2017

  • Topic: Entrepreneurship
  • Industry: Telecoms, connected traffic cloud
  • Region: Europe

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Abstract:
The case describes how telecom giant Ericsson’s Intelligent Transport Systems (ITS) team developed the Connected Traffic Cloud (CTC) due be launched at the prestigious Mobile World Congress. The CTC solution had already created a huge buzz internally. Competition was tough to be selected for launch at this annual conference, witness to the solution’s huge potential for Ericsson’s expansion into new arenas. All the customers the team hoped to reach were present at the conference. The timing was also good as the six year project in Germany where Ericsson had partnered with a consortia on ITS had reached its final stages with positive results in the domain. For the CTC solution to be successful building an ecosystem would be essential be it with road authorities, auto manufacturers, service providers or IT companies the possibilities were endless. The case discusses the challenges Ericsson faced constructing this ecosystem and options for monetizing the innovative solution. It was a new and complex landscape for Ericsson to navigate but with 140 years in the telecom space the company had global scale and local presence required for the ITS domain. Auto manufacturers were looking to redefine their value chains with cars becoming connected and automated, and were therefore investing in communication and cloud solutions.

Pedagogical Objectives:
Students should gain an understanding of what makes an ecosystem - what partnerships, what service / product offerings, and what business model. They should be able to answer the following questions: • What are the biggest risks of Ericsson’s current approach to Connected Traffic Cloud? • How are competitors likely to respond or enter this space when it matures? • What are the key modifications that Ericsson must make to create and capture value in this space?

Keywords:
Corporate Entrepreneurship, Connected Traffic Cloud, Infrastructure, Sweden, Intelligent Transport Systems, Transport, Networked Society, Connected Vehicle Cloud, The Internet of Things

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: 14 Oct 2016

  • Industry: Hospital

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

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published: 14 Oct 2016

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

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

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published: 14 Oct 2016

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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: 26 Aug 2016

  • Topic: Entrepreneurship
  • Industry: Private Equity
  • Region: Europe

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Abstract:
George Bachiashvili, deputy CEO of the Partnership Fund, is asked by the Prime Minister of Georgia to create an investment vehicle funded entirely with private capital for local investments. The goal is to spur foreign investment and stimulate long-term economic growth in the country. Having no precedent for such a vehicle in Georgia, George has to identify best practice from other sources to get it off the ground. Georgia clearly needs capital but is not on the radar of most international investors. However, the US$1 billion anchor investment pledged by the PM with no strings attached gives it some serious chips in the game. Even so, “frontier markets” are among the most challenging contexts in which to raise private funding, as capital deployment is often hindered by an unstable political environment, weak institutions and corruption. The task is daunting but, if successful, could transform the economy. The case describes in detail the different options for finding investors.

Pedagogical Objectives:
Students should be able to address the following issues: 1. Identify the mission of the fund, and the strategic and financial goals behind it. 2. The type of additional investors to be targeted for this type of fund e.g., global or regional, pension funds, funds of funds, sovereign wealth funds, high net worth individuals, family offices, development finance institutions. 3. Draw up a comprehensive investment strategy for such a fund. 4. Identify which private equity fund structure would best enable George to fulfil the fund’s strategic and financial objectives, satisfy the needs of the LP base, and execute his investment strategy.

Keywords:
Private Equity, Georgia, Frontier Martkets, Funds, Gpei, Gpei-Case

published: 26 Aug 2016

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Abstract:
The case describes how the Pro-invest Group – a boutique investment firm specialising in private equity real estate and real estate asset management – built its business and raised a first-time private equity fund. The Pro-invest founders had boot-strapped the business since its inception in 2013, but in-house funds were running out by mid-2014 and they needed third-party capital to take the venture to the next level. After deciding on a suitable fund structure, the Pro-invest team hits the fundraising trail. Turmoil erupts when a potential investor pulls out at the last minute, leaving the team in shock to re-evaluate its fundraising options. The case explores the pros and cons of each option in detail.

Pedagogical Objectives:
The case allows students to evaluate the different options when creating a new fund, and more generally to understand the fundraising options available for PE funds, especially first time funds. They should be able to: 1. Understand the central elements (e.g. control, economics) that private equity fund managers consider when raising capital. 2. Gain insight into the fundraising dynamics in the real estate private equity industry. 3. Step into the shoes of a fund manager’s Management Committee and evaluate the pros and cons of the various fundraising options, from institutional investors to family offices. 4. Appreciate the questions and due diligence requirements of large institutional investors before allocating funds to a real estate PE fund. 5. Appreciate the challenges of balancing the efforts of fundraising and executing investments in parallel, in particular when raising a first-time fund.

Keywords:
Private Equity, Real Estate, Fundraising, Australia, Hotel Industry, First-Time Fund, Fund Structure, Global Financial Crisis, Pere, Family Office, Gpei, Gpei-Case

published: 25 Jan 2016

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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

Related:

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: 24 Apr 2015

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

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Abstract:
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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