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Case Studies by Maria Besiou

6 case studies

by Publication Date
published: 30 Jul 2014

  • Topic: Strategy
  • Industry: Pesticides and Agricultural Chemicals
  • Region: North America

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Abstract:
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilisation of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

Pedagogical Objectives:
Participants will learn that in the age of stakeholder-controlled media, the classic means of customer engagement are inadequate. Power has shifted from the firm to the customer, particularly in a B2B setting. The vehicle for this shift, the online forum, remains poorly understod and utilised by most firms. Participants will see that customer power can destroy entire business units.

Keywords:
E.i. Dupont Nemours & Co., Lawnsite.com, Online Forums, Stakeholder Media, Crisis Communication, Herbicide, Environmental Protection Agency, News Media, Lawnsite, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 30 Jul 2014

  • Topic: Strategy
  • Industry: Pesticides and Agricultural Chemicals
  • Region: North America

Show details ...

Abstract:
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilisation of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

Pedagogical Objectives:
Participants will learn that in the age of stakeholder-controlled media, the classic means of customer engagement are inadequate. Power has shifted from the firm to the customer, particularly in a B2B setting. The vehicle for this shift, the online forum, remains poorly understod and utilised by most firms. Participants will see that customer power can destroy entire business units.

Keywords:
E.i. Dupont Nemours & Co., Lawnsite.com, Online Forums, Stakeholder Media, Crisis Communication, Herbicide, Environmental Protection Agency, News Media, Lawnsite, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 30 Jul 2014

  • Topic: Strategy
  • Industry: Pesticides and Agricultural Chemicals
  • Region: North America

Show details ...

Abstract:
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilisation of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

Pedagogical Objectives:
Pedagogical Objectives Participants will learn that in the age of stakeholder-controlled media, the classic means of customer engagement are inadequate. Power has shifted from the firm to the customer, particularly in a B2B setting. The vehicle for this shift, the online forum, remains poorly understod and utilised by most firms. Participants will see that customer power can destroy entire business units.

Keywords:
E.i. Dupont Nemours & Co., Lawnsite.com, Online Forums, Stakeholder Media, Crisis Communication, Herbicide, Environmental Protection Agency, News Media, Lawnsite, Corporate Governance, Investors, Stakeholders and Accountability

Related:

published: 31 Oct 2011

  • Topic: Responsibility
  • Industry: Energy
  • Region: Global

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Abstract:
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

Pedagogical Objectives:
This case demonstrates how the dynamics of stakeholder activism and influence have changed as a consequence of the emergence of stakeholder-controlled media. These follow different rules and objectives from conventional news media, and their influence on management strategies may be decisive. Participants should gain awareness of the operating principles of these new forces, and how they impact corporate social responsibility in particular.

Keywords:
Bp, Beyond Petroleum, Greenpeace, Financial Times, Arctic National Wildlife Reserve, Corporate Social Responsibility, Environmentalism, Climate Change, Corporate Governance, Board Process and Remuneration at the Top

Related:

published: 31 Oct 2011

  • Topic: Responsibility
  • Industry: Energy
  • Region: Global

Show details ...

Abstract:
The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

Pedagogical Objectives:
This case demonstrates how the dynamics of stakeholder activism and influence have changed as a consequence of the emergence of stakeholder-controlled media. These follow different rules and objectives from conventional news media, and their influence on management strategies may be decisive. Participants should gain awareness of the operating principles of these new forces, and how they impact corporate social responsibility in particular.

Keywords:
Bp, Beyond Petroleum, Greenpeace, Financial Times, Arctic National Wildlife Reserve, Corporate Social Responsibility, Environmentalism, Climate Change, Corporate Governance, Board Process and Remuneration at the Top

Related:

published: 20 Apr 2011

  • Topic: Responsibility
  • Industry: Health and pharmaceutical
  • Region: Global

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Abstract:
This case examines how the European pharmaceutical company Tibotec, part of J&J, engaged in a partnership with the International HIV/AIDS Alliance, an established NGO in Uganda. The case presents the learning that arises from this partnership, both for the private company and for the NGO.

Pedagogical Objectives:
To provide an illustration of a European company looking to develop partnerships on the African continent, the challenges involved when a private company exposes itself to the uncertain NGO world, and what both parties learn from the experience.

Keywords:
Cross-Sector Partnerships, Developing Countries, Capacity Building, Organisational Learning, Csr, Ngos, Private Sector, International Corporate Voluntering Programmes

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