INSEAD the business school for the world

Award Winning & Best Selling Cases

Did you know that INSEAD wrote 6 of the 10 best-selling cases distributed by the Case Centre in the past 40 years? That INSEAD cases were the Overall Winner of 5 of the last 10 Case Centre Global Case Awards? And that INSEAD cases are used in more than 100 business schools and universities around the world?

185 case studies

published: 01 Jan 1986

  • Topic: Economics & Finance
  • Industry: Air transport
  • Region: Europe

Show details ...

Abstract:
British Airways British Caledonian Airways This is the principal case in a set of three (with British Airways and British Caledonian Airways) that describes the situation just prior to the privatisation of British Airways when the UK government was considering major structural and regulatory changes to the industry. Questions about the objectives of both privatisation and regulatory change are raised. The Privatisation of British Airways (B) This case extends The Privatisation of British Airways, INSEAD 1986, up to 1994. It offers a potpourri of quotations, paraphrases and opinions from articles appearing in the press after 1984, going through the agonising period of attempted airline liberalisation in the EU. The period is still far from over. The case ends with some questions regarding the road still ahead to "freedom of the skies" by the end of the decade.

Pedagogical Objectives:
Through role-play to have students explore the objectives and likely consequences of privatisation and regulatory liberalisation in air transport in the UK and the EC.

Keywords:
Privatisation of British Airways, British Airways, British Caledonian Airways

Prizes won:
- Winner of 1993 European Case Awards, Accounting Control and Business Environment Category

Related:

published: 01 Jan 1992

  • Topic: Operations
  • Industry: Manufacturing
  • Region: Europe

Show details ...

Abstract:
Focuses on the strategic use of information technology at Otis Elevators, France and the role of different user groups in achieving IT-related change. Issues surrounding the creation and sustainability of an IT-enabled competitive advantage are addressed.

Pedagogical Objectives:
The case examines the process of identifying strategic applications of Information Technology, and to illustrate how IT can be used to alter the organizational structure of a company.

Prizes won:
- Winner 1992 EFMD European Case Writing Competition, Technology Management

published: 01 Jan 1989

  • Topic: Strategy
  • Industry: Advertising and consulting
  • Region: Global

Show details ...

Abstract:
Focuses on the strategic and organisational challenges of managing a multibusiness and multinational service company. An incredible success story in the early '80s, Saatchi and Saatchi grew, within 15 years, from a small local advertising agency in the UK to one of the largest global service conglomerates, active in a range of businesses such as advertising, public relations and management consulting. The case describes the growth, and highlights the process by which it was achieved.By 1988, however, the company is in serious difficulty. Its stock price has plummeted, along with profits and its survival is in question. While its growth was built on the three pillars of globalisation, diversification and decentralisation, the soundness of each of these strategic principles is now in question. The case is intended for use in courses such as strategic management, business policy or managing international business.

Pedagogical Objectives:
To allow an analysis of the meaning of "globalisation", how to assess for "synergy" and, more generally, how to develop an appropriate strategy and an organisation for exploiting geographic and business diversity simultaneously.

Prizes won:
- Winner of 1992 European Case Awards, Accounting Control and Business Environment Category

published: 01 Mar 1988

  • Topic: Strategy

Show details ...

Abstract:
Between 1981 and 1987, SAS underwent a remarkable transition under a new management team headed by Jan Carlzon. From being a loss-making, demoralised organisation that competed at the periphery of the airline industry, it has become a highly profitable, energetic company and an important player in a rapidly changing global industry. The case describes the action taken by the company to achieve such a remarkable turnaround, including the changes in its strategy, organisation, management processes, and corporate culture. The problems of the company are, nevertheless, not over. It still has to find a way of remaining a viable player in the increasingly deregulated and concentrated industry where most major players boast of size and resources considerably greater than those of SAS. Management now has to focus on the task of building a sustainable competitive advantage.

Pedagogical Objectives:
To discuss two sets of issues; the management of turnaround situations and the need for simultaneous and synchronized change in strategy, organisation, management; the tradeoffs to achieve short-term financial turnaround and those required to develop sustainable competitive advantage in a rapidly changing industry. At a more specific level, to provide insights on the strategic management of service industries and on the challenges being faced by large European companies in the context of rapid deregulation and restructuring in preparation for 1992.

Prizes won:
- Overall Winner of 1992 European Case Awards

published: 01 Jan 1987

  • Topic: Strategy
  • Industry: Consumer electronics
  • Region: Asia

Show details ...

Abstract:
Describes some of the organisational and administrative challenges of Matsushita - one of Japan's most successful multinationals - as it tries to respond to changes in the strategic requirements of its different businesses. The case illustrates some of the problems being faced by classic "global" companies, who maximise efficiency through a highly centralised mode of operations, and the difficulties that are experienced by these companies in developing a more "transnational" approach of optimising efficiency, flexibility and innovation at the same time.

Pedagogical Objectives:
To offer a relatively rich understanding of the internal working of a Japanese multinational, and of the strengths and vulnerabilities of this mode of operations; to explore the limitations of a unidimensional strategy based purely on achieving the highest possible efficiency and the need for multinational companies to pursue global efficiency, national responsiveness, and worldwide teaming and innovations simultaneously; to examine the challenges of managing strategic and organisational change in large and diversified multinationals as they try to become more "transnational' in their approach.

Prizes won:
- Winner of 1992 European Case Awards, Human Resource Manangement / Organisational Behaviour Category


Share