INSEAD the business school for the world

Case Studies by Anne-Marie Carrick

64 case studies

by Publication Date
published: 29 Mar 2011

  • Topic: Entrepreneurship
  • Industry: Baby bottles
  • Region: North America

Show details ...

Abstract:
This case study can be used as a stand-alone case or in conjunction with INSEAD case study "Brazile Telecom". This case takes up Frank Drummond's story when he decides to leave the telecoms business and return to the US where he starts a new venture to develop a new type of baby bottle. He calls on the designer who he worked with on the one button phone. The case describes how they start by defining the brand values as the first step to develop a tangible product that reflect such values. The case then focuses on the development of an innovative baby bottle - looking at the different aspects involved in the concept, design, manufacture and marketing of an innovative baby bottle that will create value for both the parents and babies alike: from the textures, materials, shape, size of the bottle and teat as well as the packaging.

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, Baby Bottles, Niche Markets, Concept Selection, Product Design, Start-Ups, Innovative Design, Concept Scoring

Related:

published: 28 Jun 2010

  • Topic: Entrepreneurship
  • Industry: Farm management services; Industrial instruments
  • Region: Europe

Show details ...

Abstract:
This case tells the story of successful corporate entrepreneurship bringing sustainable value innovation to agribusiness. It recounts the history of EADS-Astrium, subsidiary Infoterra and the development of a new product-service called Farmstar to help farmers reduce costs and increase yields. The case describes the creation of uncontested market space through the successful development of an innovative product that increases private benefits (profits) on adoption. Farmstar also generates public benefits (lowers pollution) by reducing the negative externalities of intensive agriculture. The process of simultaneously increasing public and private benefits through productivity increase and cost reduction is known as sustainable value innovation (SVI).

Pedagogical Objectives:
Describing the quest to achieve SVI, the case demonstrates the importance of i) identifying and assessing reliable trends across geographies and traditional industrial sectors when defining long-term strategic objectives; and ii) nurturing effective operational partnerships that span the technology life cycle of research, development and commercialisation.

Keywords:
Corporate Entrepreneurship, Precision Agriculture, Agribusiness, Remote Sensing, Cooperatives, Induced Innovation, Eco-Efficiency, Sustainable Value Innovation

Prizes won:
- Runner Up of 2010 oikos Case Writing Competition, Corporate Sustainability Category

published: 30 Sep 2009

  • Topic: Responsibility
  • Industry: Microfinance
  • Region: Global

Show details ...

Abstract:
The Mexican microfinance bank Compartamos Banco took the industry by surprise in 2007 with a successful IPO that valued the bank at more than US$ 1 billion. Although it was not the first listing of a microfinance organisation, the 10,000% rate of return for the initial investors and managers created controversy as many believed that these returns were possible because of the high interest rates charged to poor borrowers. This controversy divided the microfinance industry and still rages today. The case tells the story of Compartamos and its IPO, and outlines the different arguments from both sides, setting the scene for a lively debate-style session..

Pedagogical Objectives:
The case uses the Compartamos debate as a basis to discuss the effectiveness of social vs. commercial enterprise models in addressing societal problems on a global scale. Based on the case, students are asked to take a position on the following:

Keywords:
Microfinance, Poverty Alleviation, Debate, Banking, Social Business, Corporate Responsibility

published: 30 Jun 2009

  • Topic: Entrepreneurship
  • Industry: Internet and Microfinance
  • Region: Global

Show details ...

Abstract:
The case describes the launch, growth and current challenges of two innovative ventures in the nascent social lending market. It shows how these organisations are using the concept of online micro lending to eradicate poverty. While operating in the same market space, the two companies have fundamentally different business models: Kiva is based on good-will while MYC4 is based on market incentives. Which model is more likely to succeed?

Pedagogical Objectives:
The case introduces the concept of business model design in new ventures that are establishing new markets. It explores the origins of business model innovations and how such models are designed. It also discusses their scalability and sustainability by comparing two very different business model designs for a similar value proposition. The secondary teaching goals are to illustrate two different modes of venture launch (emergent vs. analytical) and to provide an understanding of the microfinance industry and its innovations.

Keywords:
Person-To-Person Lending, Social Entrepreneurship, Nascent Market, Business Model Innovation, Microfinance, Business Model Design, Venture Creation, Social Business

published: 31 Jan 2009

  • Topic: Operations
  • Industry: Textile
  • Region: Europe

Show details ...

Abstract:
This case describes how Wendler Einlagen GmbH & Co became the world’s largest shirt interlining provider: in 2007 it had a 40% market share in Europe and the US combined. Wendler produced interlinings for both the high and low value markets – from Hugo Boss to Aldi – with manufacturing operations in Germany and China and a warehouse in Hong Kong. German competitors, who made interlinings for other products, had higher sales volume but Wendler remained market leader for shirt interlinings with a worldwide market share of 20% in 2007. Despite intense competition, a German production base and stagnating demand in Europe and the US, growth averaged 9% per year.

Pedagogical Objectives:
To show the link between a successful business strategy and its implementation throughout the life-cycle of the customer. The case offers the opportunity to map the relation between strategy and operational elements, demonstrating that you can succeed with commodity products if you provide a service that is recognised as superior. Supply chain flexibility and technical services play a vital role in this strategic differentiation. Students should also identify the risk facing a mono-product company in the long term: if a groundbreaking innovation replaced the classic shirt interlining, Wendler could see its experience and market share vanish overnight.

Keywords:
Operations Strategy Focus, Service Deployment Around a Commodity, Supply Chain Management, Textiles, Shirt Interlinings

published: 18 Sep 2008

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

Show details ...

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: 18 Sep 2008

  • Topic: Entrepreneurship
  • Industry: Food Industry
  • Region: Global

Show details ...

Abstract:
This set of two cases describes how two MBA alumni acquired a long-established business in France, and, despite all their efforts to modernise it, grow it and apply best practices as learned in business school (Case A), finally turned it into a loss-making and cash-bleeding company (Case B).

Pedagogical Objectives:
Although the case is rich in all kinds of ?sub-plots?, the three over-arching themes are: - the vital importance of sector experience in acquisitions - change management - financial control, in particular cash management. It has been found very effective to approach the class session using this same sequence.

Keywords:
Entrepreneurship, Acquisition, Change-Management, Re-Structuring, Streamlining, Systems Introduction, Deal Structuring, Gpei, Gpei-Case

Related:

published: 18 Jul 2008

  • Topic: Entrepreneurship
  • Industry: Food Industry
  • Region: Global

Show details ...

Abstract:
This set of two cases describes how two MBA alumni acquired a long-established business in France, and, despite all their efforts to modernise it, grow it and apply best practices as learned in business school (Case A), finally turned it into a loss-making and cash-bleeding company (Case B).

Pedagogical Objectives:
Although the case is rich in all kinds of ?sub-plots?, the three over-arching themes are: - the vital importance of sector experience in acquisitions - change management - financial control, in particular cash management. It has been found very effective to approach the class session using this same sequence.

Keywords:
Gpei, Gpei-Case

Related:

published: 30 Jun 2008

  • Topic: Leadership & Organisations
  • Industry: Residential Care/ Skilled Nursing Facilities
  • Region: Europe

Show details ...

Abstract:
In response to changing demographic and financing trends, this case describes the process used by the senior managers of five nursing and residential care facilities in the Noord Limberg region of Holland. This case highlights the role of shared organizational goals, managerial autonomy and collaboration, and organizational governance and design as key factors used to promote the successful merger of five organizations with a history of competition in a small market area.

Pedagogical Objectives:
This case enables participants to: 1) Identify management tactics to promote successful post-merger collaboration 2) Analyse the role of power and politics in aligning managerial interests to promote merger success 3) Compare and contrast financial and organizational motives driving merger decisions

Keywords:
Post-Merger Integration, Organizational Design, Leadership, Healthcare Management, Hmi, Healthcare Delivery and Management, Hmi, Business Science

published: 21 Mar 2008

  • Topic: Leadership & Organisations
  • Industry: Insurance
  • Region: Global

Show details ...

Abstract:
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits. Behind the scenes, however, the need for a whole new corporate culture was becoming increasingly imperative. It shows the tension between the need for immediate gains in efficiencies vs. longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team's announcement of the new corporate philosophy - "to be a service provider with insurance at our core and care at our heart" - is greeted with complete disbelief by employees. Case B describes the actions taken to overcome their skepticism and successfully implement the new philosophy - actions that required significant change to the organisational culture.

Pedagogical Objectives:
This case does two things. First, it shows how easy it is for strategy and culture to come apart. In a permanent quest for strategic advantage, top executives seek ways to improve the positioning of the firm in the marketplace, often making major and seemingly sudden decisions on how the firm will play the game against competitors. Once they identify a direction, they expect the change yesterday. If the company culture is important to realising these strategic ends but is not moving in the same direction or is being asked to move too often, misalignment can occur. The second objective - how to go about realigning the culture with the strategy - follows the steps taken by this large organisation in trying to ensure the people and systems support the strategy.

Keywords:
Organisational Behaviour, Culture Change, Corporate Transformation, Leadership, Insurance, Merger, Corporate Governance, Value Creation, Strategy and Implementation

Related:

by Publication Date


Share