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Case Studies by Anne-Marie Carrick

65 case studies

by Title
published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Appliance Industry, White Goods
  • Region: Asia

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Abstract:
Case C deals with Whirlpool’s subsequent re-positioning, including conversion of one plant to OEM production and adjustments to its strategy in microwave ovens based on what it had learned about the market (in part from local competitors).

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published: 30 Jun 2008

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

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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: 29 Mar 2011

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

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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

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published: 28 Jun 2019

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Abstract:
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key. Martin Donald Murray created waterdropR a small cube made up of natural aromas, superfood extracts and vitamins that is added to water, to provide a healthy drinking option. He builds the business on a lean budget, but knows that branding will determine the success of his innovation. Since the cubes can easily be sold online, Martin tests the brand on the Austrian market through trial and error. The fact that packaging is 100% recyclable and eliminates plastic bottles (cutting CO2 emissions dramatically) adds an environmentally-friendly dimension. The case follows Martin from the ‘lightbulb moment’ (on a flight with limited drinks options) to the point where his small team is readying to launch what he believes will be a game-changer in the non-alcoholic beverage industry: a microdrink that makes drinking water more appealing.

Pedagogical Objectives:
1) Brand identity and positioning for start-ups: How to… a) Build a strong brand identity with limited resources. b) Leverage market trends and customer intelligence as a start-up. c) Position the brand in the market compared to competitors. 2) The importance of sustainability in today’s world a) Could sustainability be a key point of differentiation in the beverage industry? b) What should a sustainable product look like? c) Should the brand positioning just focus on this aspect? 3) Digital marketing and branding: How to… a) Build a brand across channels with a small budget. b) Create content that is engaging for key target segments. c) Leverage word-of-mouth and community marketing using social media, gamification and mobile strategies. 4) Customer-centric strategies: How to… a) Challenge incumbents by leveraging agile and customer-centric strategies. b) Leverage consumer insights and research for new product ideas at low cost. c) Integrate seamless omni-channel strategies in the early stages of a start-up. 5) Entrepreneurship challenges a) Brand or product – which is more important? b) Where should start-ups invest their resources? c) What advantages (or disadvantages) do start-ups have over incumbents when entering an established industry? 6) International brand extension: a) How to grow brands internationally with limited resources b) How much ‘brand deviation’ can one afford?

Keywords:
Microdrink, Food and Beverage, Digital Disruption, Sutainability, Lean Management, Agile, Entrepreneurship, Brand Identity, Digital Marketing, Digital Branding, Customer Centricity, Health

published: 22 Mar 2019

  • Topic: Operations
  • Industry: Computer industry, Retail
  • Region: North America

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Abstract:
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism. However, within the first week they welcomed 7,700 visitors, with sales of almost $600,000 – testimony to its undoubtable success – and went on to roll out another 24 stores. Fifteen years on, there are over 450 Apple stores globally, with higher sales per square foot – $5009 – than any other retail location in the United States. Even today, people still wonder what made them so successful and how it can be replicated. Having successfully designed a brand-defining experience for Apple retail that created immense value, Eight Inc. had to decide how this level of success could be replicated for other potential clients. The case describes the relationship between Apple and Eight Inc., who were initially hired by Apple co-founder Steve Jobs to work on first the MacWorld tradeshows. It traces the steps in the process, from establishing the case to each minute detail in the design process. The case describes how the team built not just a store but a breakthrough branded customer experience.

Pedagogical Objectives:
1. To introduce and analyse a framework to design branded experiences. The case shows how designing a (retail) branded experience is different from designing a space or designing a service, and supersedes the latter. It also shows the business value that can be created through branded experiences. 2. The role of brand values in guiding the design principles for all the elements that contribute to the user experience. Understanding what those brand values are and how they are perceived by the target user is crucial in the design process. 3. A branded experience is the engagement of the user with the brand through the products/services, communication messages, the staff (and other users) behaviours, and the physical (and digital) space. The management of the experience design process requires an approach that combines modular and integrative principles. While the design of products/services, communication, behaviours and space are typically done separately by different disciplines, the integration of all these elements must be considered throughout the process so that they combine to create a holistic experience. The design of the Apple retail stores was not just an example of a good experience design, it was a breakthrough in the computer, technology and retail space. This provides a rich context to discuss the key success factors behind creating an outstanding branded user experience. One was the level of deep and detailed involvement of top-level management throughout the process, critical in defining the brand values that guided the rest of the design process and enabling the team to push the boundaries.

Keywords:
Innovation, Design, Retail, Experience Design, Computing Industry, Organizational Transformation

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