INSEAD the business school for the world

Case Studies by Joerg Niessing

8 case studies

by Publication Date
published: 10 Nov 2017

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

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published: 10 Nov 2017

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

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Abstract:
The case focuses on AccorHotels’ ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures – from management to operations – to support this new dynamic and maximize value creation. The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels’ core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken. What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources. Detailed information on the consumer, the ecosystem, the firm, marketing and financial indicators is provided. Teaching notes and accompanying PowerPoint presentations suggest appropriate classroom exercises and include supplemental material and databases for group exercises. Videos provide insight on what drove the digital transformation and vividly illustrate its implementation and initial impressive results. They include interviews with Emilie Couton (Vice President Digital Marketing Asia Pacific), a video-recorded session of Olivier Arnoux on the digital transformation at AccorHotels, as well as examples of content created or co-created by AccorHotels.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case offers a forum to discuss what it means for a company to engage its digital transformation in order to foster customer-centricity. A discussion of the nature and role of online content in shifting consumer behavior in the hoteling industry serves as a basis to explore how companies can create value at different points of the customer journey and what these steps entail. The case also touches on a variety of important strategic, organizational and operational decisions that the company must undertake to fully leverage online content and can be used to address the following broad questions (Specific questions are available in the teaching note): 1) How does online content stemming from digital and social media create value in the hoteling industry? 2) How can a company actively manage online content and implement a content strategy? and 3) What aspects of its organizational design a company need to remodel in order to maximize value creation through digital and social media. Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.

Keywords:
Digital Transformation, Content Marketing, Customer Centricity, Hoteling & Tourism, Social Media Marketing, Customer Journey, Consumer Experiences, Digital Disruptions E-Reputation, Reputation Management, Accorhotels Booking Airbnb, Tripadvisor, Online Reviews, Social Media Listening, Digital Organizational Integration, Corporate Governance, Value Creation, Strategy and Implementation

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published: 29 Mar 2017

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Abstract:
The case describes how Spanish entrepreneurs Daniel González de Vega and Javier Arroyo founded Smartick with the aim of tackling the poor level of math education in their native Spain. Smartick is a self-financed enterprise that combines social impact with profitability. The two entrepreneurs are up against stiff competition, notably from the education giant Khan Academy, who not only has major financial backing but also offers its service free of charge. After two years of developing and testing a mix of the leading offline methods and state-of-the-art web-based technologies, Smartick is ready to make a big push into the after-school math learning space. Javier and Daniel are mulling over three options for their long-term marketing strategy. They are looking to segment the market and find the right segment to implement the strong brand positioning necessary to impact Spain’s math education culture and society. The three options are to focus on B2B through schools, a combination of B2B and B2C, and a B2C-only approach. They must also decide on a pricing model and a communication strategy.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
After the case discussion, students should be able to: - understand the value of a differentiated product, even in the presence of a popular free alternative, - apply a segmentation-targeting-positioning approach to online education specifically, and to any other market or category, - recommend a pricing strategy to match the overall strategy of the company.

Keywords:
Edtech, Online Education, Branding, Marketing, Social Impact, Pricing Models, E-Learning, Entrepreneurship, Segmentation, Targeting, Brand Positioning, Software-As-Service, Brand Identity, Customer Centricity

published: 27 Feb 2017

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Abstract:
In this case study, we are analyzing how one of the biggest international telecommunications providers, Telenor, has used this weakness of financial institutions and has successfully launched the first mobile only bank in Serbia – Telenor Banka. The CEO of Telenor Banka is an INSEAD Alumni and is working with us on this case. The Case is illustrating how companies can create a successful business by enhancing traditional (marketing) strategy frameworks with innovative digital approaches and technologies in new, under-developed markets. Telenor has revolutionised the entire customer experience across the most important touchpoints by leveraging digital trends like big data analytics, artificial intelligence, augmented reality or community building through social media marketing. More specifically, the case discusses topics like digital marketing, digital disruption, customer experience strategies, customer segmentation, omni-channel strategies, and brand positioning & architecture strategies. The case also illustrates how digital practices foster business-model innovation that may not only change the competitive landscape but represent a ‘quantum leap’. Finally, the case discusses key enablers that organisations have to put in place to make a digital transformation work: the success of Telenor Bank Serbia was also driven by organisational change, leadership skills, the right vision and new management approaches like design thinking and lean management.
Please visit the dedicated case website to access videos, interviews and other support material.

Pedagogical Objectives:
This case will touch upon a variety of important strategic decisions when it comes to marketing & branding in the digital world: . Marketing planning for new product & services in a digital world; . Understand digital trends that are disrupting financial services . Leverage digital trends to generate new or optimize existing products, brands, and content . Understand todays customers and their evolving needs and expectations . Understand why digital should be the default approach to customer engagement and not just a bolt-on . Understand the new rules of competition . Leveraging digital trends to optimize customer experiences; . Brand identity and positioning in a digital world. . Leveraging communities and content to build strong brands in a digital world . Understand key enablers that allow for a digital transformation . Transforming the organization itself is tougher than mastering the technology . Understand the importance of a flexible, agile and collaborative organization

Keywords:
Digital Transformation, Digital Disruption, Digital Marketing, Banking, Mobile Banking, Customer Centricity, Customer Experience, Digital Innovation, Brand Extension, Brand Dilution, Omni-Channel

published: 30 Jan 2017

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Abstract:
Paris-based S.T.Dupont is engaged in the manufacture, marketing and sale of luxury goods for men and women, including lighters, pens, jewelry, leather goods, eyewear, watches, belts, fragrances and casual and formal attire. Founded in 1872 by an entrepreneurial French photographer and carriage-maker, the company began making luxury leather luggage for wealthy aristocrats. It was owned and managed by the same family until the 1970s, when it was sold to the American multinational Gillette. A decade later, it was sold to Hong Kong conglomerate Dickson Concepts. Having largely lost its brand identity, S.T.Dupont languished until 2006, when a new management team based in Paris successfully turned the company around with a unique branding and marketing strategy.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
The case teaches the critical role of brand management in the context of S.T.Dupont, a French luxury brand that was successfully revived by CEO Alain Crevet and his team. Faced with a daunting task on his arrival in 2006 – the company was hemorrhaging money, customers had lost sight of the brand personality, and its craftsmen were no longer producing innovative products – the case outlines Crevet’s journey to resurrect the firm from near bankruptcy. Students are invited to take a holistic view of branding: how a brand can be consistent during a turnaround, why it is essential to identify the key brand pillars across all channels, how to tap into a brand’s heritage and identity. The case offers experiential learning – from the mistakes of the past – as well as branding solutions for the future. Designed for marketing students, it can also be used in luxury management, strategy management and organizational behavior courses.

Keywords:
S.t. Dupont, Handbags, Pens, Cigar Accessories, Brand Equity, Brand Positioning, Brand Strategy, Lighters, Jewellery, Tissot-Dupont, Cricket, Alain Crevet, Brand Identity, Luxury Goods

published: 26 Aug 2016

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Abstract:
The case focuses on AccorHotels’ ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures – from management to operations – to support this new dynamic and maximize value creation.
The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels’ core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken.
What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources.
Detailed information on the consumer, the ecosystem, the firm, marketing and financial indicators is provided. Teaching notes and accompanying PowerPoint presentations suggest appropriate classroom exercises and include supplemental material and databases for group exercises. Videos provide insight on what drove the digital transformation and vividly illustrate its implementation and initial impressive results. They include interviews with Emilie Couton (Vice President Digital Marketing Asia Pacific), a video-recorded session of Olivier Arnoux on the digital transformation at AccorHotels, as well as examples of content created or co-created by AccorHotels.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case offers a forum to discuss what it means for a company to engage its digital transformation in order to foster customer-centricity. A discussion of the nature and role of online content in shifting consumer behavior in the hoteling industry serves as a basis to explore how companies can create value at different points of the customer journey and what these steps entail. The case also touches on a variety of important strategic, organizational and operational decisions that the company must undertake to fully leverage online content and can be used to address the following broad questions (Specific questions are available in the teaching note): 1) How does online content stemming from digital and social media create value in the hoteling industry? 2) How can a company actively manage online content and implement a content strategy? and 3) What aspects of its organizational design a company need to remodel in order to maximize value creation through digital and social media.

Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.

Keywords:
Digital Transformation, Content Marketing, Customer Centricity, Hoteling & Tourism, Social Media Marketing, Customer Journey, Consumer Experiences, Digital Disruptions e-Reputation, Reputation Management, Accorhotels Booking Airbnb, Tripadvisor, Online Reviews, Social Media Listening, Digital Organizational Integration, Corporate Governance, Value Creation, Strategy and Implementation

Prizes won:
- 2017 Case Centre Best-selling Case in Marketing
- 2017 AFM-CCMP Award for the Best case study in Marketing, Finalist

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published: 24 Jun 2016

  • Topic: Marketing
  • Industry: Industry: Oil & Gas
  • Region: Europe

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Abstract:
The case highlights the role of innovation in the conservative oil and gas industry. A team of Italian engineers in the turbomachinery solutions unit in GE Oil & Gas division, based in Florence, build a centrifugal compressor that is half the weight and a third of the size of a traditional compressor. However, getting the industry to accept the innovation is not going to be easy since most customers will only buy compressors that have been tried and tested.

Pedagogical Objectives:
After reading and analysing the case, students should understand the barriers to innovation, how to overcome them, and why the customer should be involved in the R&D process from the very start of the process that leads to the commercialization of innovative products. The case offers a look at innovation diffusion from the inside.

Keywords:
Ge, Oil & Gas, Centrifugal Compressor, High Pressure Ratio Compressor, Nuovo Pignone, Turbomachinery, Lng, Natural Gas

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