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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?

179 case studies

published: 01 Mar 1999

  • Topic: Marketing
  • Industry: Diamonds; Jewellery
  • Region: Asia

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Abstract:
De Beers has been immensely successful in introducing diamonds to Asians, making three Asian countries, the second, third and fourth largest diamond markets in the world. However, the Asian crisis and the entry into China, raise the fundamental question of whether De Beers’ positioning of diamonds as symbols of love has ever been accepted by Asian women.

Pedagogical Objectives:
De Beers imposed its global positioning successfully on Asia. In the dramatically changed environment of 1997/98 in the virgin territory China, the limits of this approach become apparent. The case demonstrates the intricacies of consumers? behaviour across countries and cultures, and the need for respecting differences when designing, advertising campaigns for sensitive product categories.

Prizes won:
- 2018 Case Centre Best-selling Case in Marketing

published: 11 Oct 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

Prizes won:
- Prix de la Meilleure Etude de Cas par AFM/CCMP - Best Case Study Award by AFM/CCMP

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published: 11 Oct 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

Prizes won:
- Best Case Study Award by AFM/CCMP 2018

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published: 06 Jun 2018

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Abstract:
Chocolate candy marketers like Mars, Nestlé, Hershey and Ferrero are under pressure to respond to the stricter nutritional targets set by governments, changing consumer tastes, and competition from healthier brands like Kind or Cliff. Should traditional chocolate makers reformulate their products with less sugar content (and if so, should they announce it)? Should they reduce portion or package sizes (and if so, should they reduce prices)? More generally, is obesity their responsibility? Is collaboration with competitors, researchers and advocacy groups the solution? How can they grow their business without contributing to the obesity epidemic?
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case examines whether food marketing can be a force for good in helping to align business with consumer health and pleasure. It addresses key issues such as how to manage food claims (and perceptions) and downsizing in a category disrupted by start-ups like Kind. A comprehensive teaching note and detailed PowerPoint presentation divulge the latest research findings in this domain – e.g., on the causes and consequences of obesity, health halos, perceptions of portion size, and ‘epicurean nudging’ (or how focusing on pleasure, not health, can make people happier to spend more on food yet eat less).

Keywords:
Food, Marketing, Nutrition, Health, Packaging, Portion Size, Chocolate, Innovation, Retailing, Responsibility, Sustainability, Ethics, Branding, Regulation

Prizes won:
- Third Prize in the Corporate Sustainability track of oikos Case Writing Competition 2018

published: 28 May 2018

  • Topic: Responsibility
  • Industry: Automotive
  • Region: Global

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Abstract:
The case is a detailed ‘inside’ account of the ‘dieselgate’ scandal at Volkswagen which revealed how engineers had programmed software that enabled its cars to cheat emissions tests. It explores the origins of internal and external forces that propelled the company to market environmentally sustainable “clean diesel” cars while using engine management software to conceal on-the-road emissions of over 40 times the permitted levels. The scandal - one of the biggest of the decade – illustrates contributing factors that are common to many instances of organizational misconduct: obedience to authority, organizational culture, goal-setting, and corporate governance.

Pedagogical Objectives:
1. To understand how ethical and social responsibility issues arise in business at the level of the individual, the organization, and society. 2. To identify and analyse the individual and organizational factors that give rise to organizational misconduct. 3. To consider how such factors can be mitigated, and the implications for responsible business leadership, organizational design, and corporate governance. 4. To discuss corporate hypocrisy – how an organization with a reputation for engineering excellence could market “clean diesel” cars and programme them to cheat emissions tests. 5. To explore the industry and societal consequences of organizational misconduct by a major player in the automotive industry. 6. To consider the role of rationalisations in justifying misconduct by individuals. 7. To apply the fraud triangle framework to explore risks of organizational misconduct. 8. To discuss effective crisis-management responses.

Keywords:
Environmental Responsibility, Organizational Misconduct, Vehicle Emissions, Sustainability, Corporate Social Responsibility, Business Ethics, Organizational Culture, Leadership, Green Marketing, Volkswagen, Automotive Industry, Pollution, Fraud Triangle, Crisis Management

Prizes won:
- Second Prize in the Corporate Sustainability track of oikos Case Writing Competition 2018

published: 25 Sep 2017

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Abstract:
This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista. The first part traces the history of the Brazilian conglomerate from its origins as a small gold-mining operation in the early 1980s to 2012 when it has become a diversified national and global player in multiple industries. It examines Batista’s personal drive, motivations and choices, and how these influenced the strategy deployed by the company. Known for his huge ‘risk appetite’, Batista had an extraordinary ability to exploit gaps in the market when starting new businesses. The second part of the case recounts the “historic” downfall of the ‘X Empire’ which was of a magnitude and speed never seen before in the history. Batista’s personal net worth of US$30 billion – making him the seventh wealthiest person in the world and the richest in Brazil – had plummeted to US$200 million as debts piled up and the stock price went into freefall. In January 2014, Bloomberg reported that Batista had “a negative net worth”.

Pedagogical Objectives:
The case illustrates and explains the following: 1. The assets and liabilities of one of the world’s largest emerging markets – Brazil. 2. The concept of ‘institutional voids’ in emerging markets, and how companies both overcome and capitalize on these to create distinct value. 3. How business groups are formed and add value in emerging markets. 4. The challenges of making the transition from an entrepreneurial business to an operational one. 5. The concept of organizational ambidexterity – how firms need to be both entrepreneurial and innovative as well as operationally efficient – the ability to both exploit and explore. 6. Diseconomies of time compression

Keywords:
Mining, Oil & Gas, Diversified Conglomerates, Emerging Markets, Brazil, Institutional Voids, Entrepreneurship, South America

Prizes won:
- Winner of the EFMD Case Writing Competition 2017 in the Category “Latin American Business Cases”

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published: 24 Jul 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: 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: 25 Jan 2016

  • Topic: Strategy
  • Industry: Automobile
  • Region: Global

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Abstract:
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as: • Patterns of innovation, e.g., new technologies competing to replace older generations • Types of disruption, e.g., low-end versus high-end • The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies • Systems strategy, e.g., thinking beyond the product to understand the role of technology architecture and systems • The innovation process, e.g. learning under conditions of uncertainty, scaling up for execution.

Pedagogical Objectives:
The teaching note is organized around a set of discussion questions that bring out each of these issues in the case. Videos of Tesla’s factory (available online) can be used to make the case more vivid, or compared with a video of a General Motors manufacturing plant to inspire further discussion (URLs are cited at the end of the case).

Keywords:
Innovation, Disruption, Technology Change, Architectural Innovation, Technology Strategy, Systems, Radical Innovation, Entrepreneurship, Corporate Governance, Value Creation, Strategy and Implementation

Prizes won:
- 2018 Case Awards Winner, Strategy and General Management Category, Case Centre

published: 06 Jul 2005

  • Topic: Leadership & Organisations
  • Industry: Software Industry
  • Region: Global

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Abstract:
The case is built on a unique and extensive dataset collected during many months of direct observation and interviews. The depth of this dataset allows the reader to analyze the myriad of perceptual factors on which collaboration and teamwork hinge

Pedagogical Objectives:
The case releates the coordination challenges in a team of software developers comprised of two groups: one located on West Coast of the US and the other in Bangalore India. The case focuses on two related types of problems prevalent in virtual teams (communication related and status related), and shows how these two types of problems feed on each other such as to create a spiral of disengagement among distant collaborators. The case is destined to have users 1) identify these various sets of problems; and 2) discover ways to address them.

Keywords:
Virtual Teams, Outsourcing, Inter-Group Relations, Status Competition, Organisational Structure, Cross-Cultural Management, Product Development

Prizes won:
- 2017 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- Winner of 2008 European Case Awards, Human Resource Management / Organisational Behaviour Category
- 2007 ecch Best-selling Case in Human Resource Management / Organisational Behaviour


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