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Case Studies by L. Felipe Monteiro

19 case studies

published: 28 Feb 2019

  • Topic: Strategy
  • Region: South America

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Abstract:
Case A focuses on the history of Embraer, which has grown to become one of Brazil’s most successful enterprises and the world’s number four global aviation company. After tripling in size from 2000 to 2007, its business succumbed to the global financial crisis. Embraer launched an internal programme for business excellence, resulting in the development of executive jets. Following the success of the ER jet, it continues to diversify its offerings and expand globally. In October 2017, rivals Airbus and Bombardier Inc. announced a partnership for the C Series programme – single-aisle aircraft ranging from 100 to 150 seats. This hailed a new chapter in the industry, which will be marked by competition from other emerging markets, notably China.

Pedagogical Objectives:
Explore the origins and global strategy of one of the most important companies in an emerging market (Brazil); discuss the importance of clusters and global innovation.

Keywords:
Aviation, Tactical Transport Aircraft, Brazil, Bombardier, Scaling, Innovation, Flying Taxi, Regional Jets, Boeing, Airbus, Clusters, Emerging Markets, Uber

published: 27 Jun 2018

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Abstract:
The case discusses the globalization of fashion and the trajectory of Fashion Forward Dubai. Since its inception in 2013, FFWD had striven to offer an alternative to traditional fashion weeks by showcasing collections of local designers to fashion buyers, journalists and customers on the catwalk and on internet. Over 15,000 attendees came to the show and more than 100,000 followed it online. In 2018, FFWD’s co-founder, Ramzi Nakad, has to decide whether to continue the B2B+B2C event showcasing emerging brands in Dubai Design District, or create a digital fashion platform to sell direct-to-customers and give brands instant international exposure and access to e-commerce without the high costs of runway shows. The case asks to what extent the global fashion industry is ripe for digital disruption.

Pedagogical Objectives:
Discuss the challenges and opportunities for the emergence and development of a new fashion cluster in Dubai, using digital as a enabler, seen from the perspective of the global strategy options of an entrepreneurial firm based out of Dubai.

Keywords:
Fashion, Digital Disruption, Clusters, Emerging Markets, Dubai, Digital Transformation, Digital Platform, Global Strategy, International Management, Entrepreneurship

Prizes won:
- Winner 2018 EFMD Case Writing Competition, MENA Business Cases

published: 22 Aug 2018

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Abstract:
The case describes Operation “Lava Jato” (Car Wash) in Brazil, one of largest anti-corruption investigations in the world. Operation Car Wash brought to light the shady relationships between government contractors, political campaign agencies and high-profile politicians in what were known as ‘pay-for-play’ schemes – bribes and campaign contributions paid by major corporations to government officials and political parties in exchange for lucrative government contracts which were over-invoiced to ‘cover the costs’. By March 2018, 123 defendants had been convicted (their cumulative prison sentences amounting to 1,861 years), many from the highest echelons of government and business.

Pedagogical Objectives:
The aim is to discuss how doing business in Brazil is being transformed by one of the largest corruption probes in history. More broadly, the case allows instructors to examine institutional changes in emerging markets and their implications for business.

Keywords:
Corruption, Emerging Markets, Car Wash, Lava-Jato, Brazil, Sergio Moro, Institutional Change, Latin America

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published: 23 Mar 2018

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Abstract:
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is TAG Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label? Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too – the consumers are older than they expected and the watches sell out far quicker than anticipated – hence the company runs into some supply chain issues.

Pedagogical Objectives:
To learn how a nation achieves international success in a specific industry and how multinational corporations enable the emergence of clusters and benefit from them. In particular, how the Swiss luxury watch industry (in particular TAG Heuer) reacted and dealt with the challenge from connected watches such as the Apple Watch. Four key issues are addressed: 1. The importance of the 'Swiss Made' label for this market. 2. How to make a connected watch 'eternal' in the spirit of traditional mechanical watches. 3. How TAG Heuer prepared for a profound digital transformation by learning from the technology cluster in Silicon Valley (locating a team of engineers there and managing the partnership with Google and Intel). 4. How a company dealt with digital disruption in a conservative industry – Swiss watchmaking. 5. How multinationals identify technology in other clusters – “technology scouting” - and set up relevant processes.

Keywords:
Watches, Luxury, Wearables, Connected Watches, Digital Transformation, Google, Intel, Clusters, Jean-Claude Biver, Global Strategy, Digital Disruption, Apple Watch, Swissmade, Silicon Valley, Switzerland

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published: 23 Mar 2018

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Abstract:
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is TAG Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label? Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too – the consumers are older than they expected and the watches sell out far quicker than anticipated – hence the company runs into some supply chain issues.

Pedagogical Objectives:
To learn how a nation achieves international success in a specific industry and how multinational corporations enable the emergence of clusters and benefit from them. In particular, how the Swiss luxury watch industry (in particular TAG Heuer) reacted and dealt with the challenge from connected watches such as the Apple Watch. Four key issues are addressed: 1. The importance of the 'Swiss Made' label for this market. 2. How to make a connected watch 'eternal' in the spirit of traditional mechanical watches. 3. How TAG Heuer prepared for a profound digital transformation by learning from the technology cluster in Silicon Valley (locating a team of engineers there and managing the partnership with Google and Intel). 4. How a company dealt with digital disruption in a conservative industry – Swiss watchmaking. 5. How multinationals identify technology in other clusters – “technology scouting” - and set up relevant processes.

Keywords:
Watches, Luxury, Wearables, Connected Watches, Digital Transformation, Google, Intel, Clusters, Jean-Claude Biver, Global Strategy, Digital Disruption, Apple Watch, Swissmade, Silicon Valley, Switzerland

Related:

published: 30 Oct 2017

  • Topic: Strategy
  • Industry: Information technology
  • Region: Global

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Abstract:
Thirty years after being founded by CEO Marco Stefanini, Stefanini is one of the largest providers of ICT services in Latin America. Unlike most Brazilian (and Latin American) companies, Stefanini has focused on international markets for many years. As a truly global company with presence in 41 countries it is one of the most globalized companies in Brazil, with 21, 200 employees and over US$800 million in revenues. In 2017, Stefanini is helping many companies with their digital transformation/journey, while at the same time being transformed itself as traditional sources of revenue diminish/disappear. Hence digital is both a great opportunity (in terms of new business) but also a challenge. How Stefanini will transform itself? What avenues to growth exist, and what alternatives in terms of new business models, new geographies, acquisitions?

Pedagogical Objectives:
Discuss how a Latin American company became a global player in the ICT sector, and how it is helping companies worldwide with their digital journeys as well as being transformed itself.

Keywords:
Digital Transformation, Internationalization, Information Technology, Global Strategy, Emerging Markets, Brazil, Outsourcing

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published: 21 Apr 2017

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Abstract:
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is TAG Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label? Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too – the consumers are older than they expected and the watches sell out far quicker than anticipated – hence the company runs into some supply chain issues.

Pedagogical Objectives:
To learn how a nation achieves international success in a specific industry and how multinational corporations enable the emergence of clusters and benefit from them. In particular, how the Swiss luxury watch industry (in particular TAG Heuer) reacted and dealt with the challenge from connected watches such as the Apple Watch. Four key issues are addressed: 1. The importance of the 'Swiss Made' label for this market. 2. How to make a connected watch 'eternal' in the spirit of traditional mechanical watches. 3. How TAG Heuer prepared for a profound digital transformation by learning from the technology cluster in Silicon Valley (locating a team of engineers there and managing the partnership with Google and Intel). 4. How a company dealt with digital disruption in a conservative industry – Swiss watchmaking. 5. How multinationals identify technology in other clusters – “technology scouting” - and set up relevant processes.

Keywords:
Watches, Luxury, Wearables, Connected Watches, Digital Transformation, Google, Intel, Clusters, Jean-Claude Biver, Global Strategy, Digital Disruption, Apple Watch, Swissmade, Silicon Valley, Switzerland

Prizes won:
- Outstanding Case Writer: Hot Topic 'Disruptive Change', The Case Centre Competitions 2018

Related:

published: 24 Jul 2017

Show details ...

Abstract:
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is Tag Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label? Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too – the consumers are older than they expected and the watches sell out far quicker than anticipated – hence the company runs into some supply chain issues.

Pedagogical Objectives:
To learn how a nation achieves international success in a specific industry and how multinational corporations enable the emergence of clusters and benefit from them. In particular, how the Swiss luxury watch industry (in particular TAG Heuer) reacted and dealt with the challenge from connected watches such as the Apple Watch. Four key issues are addressed: 1. The importance of the 'Swiss Made' label for this market. 2. How to make a connected watch 'eternal' in the spirit of traditional mechanical watches. 3. How TAG Heuer prepared for a profound digital transformation by learning from the technology cluster in Silicon Valley (locating a team of engineers there and managing the partnership with Google and Intel). 4. How a company dealt with digital disruption in a conservative industry – Swiss watchmaking. 5. How multinationals identify technology in other clusters – “technology scouting” - and set up relevant processes.

Keywords:
Watches, Luxury, Wearables, Connected Watches, Digital Transformation, Google, Intel, Clusters, Jean-Claude Biver, Global Strategy, Digital Disruption, Apple Watch, Swissmade, Silicon Valley, Switzerland

Prizes won:
- Outstanding Case Writer: Hot Topic 'Disruptive Change', The Case Centre Competitions 2018

Related:

published: 23 Mar 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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