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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: 07 Jan 2005

  • Topic: Operations
  • Industry: Consulting (Transport Bank Telecom Healthcare)
  • Region: Global

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Abstract:
This case describes how IDEO adapt its famed innovation process (developed to design new products) to the particularities of services and their design. The case series describes four service design projects to show how IDEO has developed and codified a series of design methods, which constitute a toolbox from which teams can pick and choose depending on the innovation project.

Pedagogical Objectives:
The case study aims to: Reinforce the notion of the five-step "Innovation Process" that can be used for any design project, whether it is a service or a product. (The five steps of the IDEO Process are: Observe Synthesize Generate Ideas Refine Implement). Highlight the differences between product and service design, and the subtle differences in the respective processes. Introduce the notion of IDEO "methods" as a set of interchangeable tools to be used according to the type of project being worked on, and identify when is it best to use them. Introduce the concept of knowledge brokering and examine the ways in which the transfer of knowledge is carried out across a distributed organization.

Keywords:
Innovation Management, New Product and Service Development, Brainstorming, Prototyping, Knowledge Brokering

Prizes won:
- 2017 Case Centre Best-selling Case in Production and Operations Management
- 2015 Case Centre Best-selling Case in Production and Operations Management
- 2014 Case Centre Best Selling Case in Production and Operations Management
- 2013 Case Centre Best Selling Case in Production and Operations Management
- 2012 ecch Best Selling Case in Production and Operations Management
- 2011 ecch Best Selling Case in Production and Operations Management
- 2010 ecch Best Selling Case in Production and Operations Management
- 2009 ecch Best Selling Case in Production and Operations Management
- 2008 ecch Best-selling Case in Production and Operations Management
- Winner of 2008 European Case Awards, Production and Operations Management Category

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published: 15 Apr 2002

  • Topic: Strategy
  • Industry: Entertainment, Circus
  • Region: Global

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Abstract:
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts. The case reveals that the industry had become a red ocean with limited profit and growth potential. To achieve this, students are asked to address the following questions: 1) How would they assess the attractiveness of the circus industry in the early 1980s? What would you conclude from your industry analysis? 2) What were the factors the traditional circuses competed on? What made these factors more or less relevant over time? The second case (B), shows how one company, Cirque du Soleil reconstructed the industry to create a blue ocean. It is an excellent and important complement to the first case. A video called 'The Evolution of the Circus Industry' is available for free faculty download at www.blueoceanstrategy.com. This case has been featured on the ecch website, click to view the article. “The Evolution of the Circus Industry (A)” case has received the 2009 ECCH overall winning case award and won the Strategy and General Management category in the 2006 ECCH European Case Awards.

Pedagogical Objectives:
The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. The case series can be equally used individually in a standalone module on value innovation or as part of a sequence of three to four sessions. In both instances, the instructor can best use it to cover the following topics: (1) value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths analysis for creating new market space. A teaching note is available to accompany this cases series. A video clip free for instructor download is available at www.blueoceanstrategy.com. **ecch European Case Awards Category Winner 2006 and ecch European Case Awards Overall Winner 2009

Keywords:
Circus and Live Entertainment Industry, Value Innovation, Strategy, Blue Ocean Strategy, Creating New Market Space, Redefining Industry Boundaries

Prizes won:
- 2017 Case Centre Best-selling Case in Production and Operations Management
- 2016 Case Centre Best-selling Case in Strategy and General Management
- 2015 Case Centre Best-selling Case in Strategy and General Management
- 2014 Case Centre Best Selling Case in Strategy and General Management
- 2013 Case Centre Best Selling Case in Strategy and General Management
- 2012 ecch Best Selling Case in Strategy and General Management
- 2011 ecch Best Selling Case in Strategy and General Management
- 2010 ecch Best Selling Case in Strategy and General Management
- 2009 ecch Best Selling Case in Strategy and General Management
- Overall Winner of 2009 ECCH Awards

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published: 27 May 2013

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

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Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis

Prizes won:
- 2017 Case Awards Winner, Human Resource Management / Organisational Behaviour Category, Case Centre

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published: 27 May 2013

  • Topic: Leadership & Organisations
  • Industry: Pharma
  • Region: South America

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Abstract:
This two-party negotiation is an ideal introductory negotiation role-play to raise issues of assumptions, win-win/win-lose, competition/collaboration, interests/positions, single-/multi-issue, positions/options. Two companies, SuperPharma and PharmaCaring, both want to buy 10,000 rare Oxipouco fruits, which contain different compounds. Students tend to focus on the fruits rather than on the compounds.

Pedagogical Objectives:
1. Win-lose vs. win-win assumptions (or zero-sum vs. positive sum or integrative vs. distributive or competition vs. collaboration) 2. Interests vs. position 3. Single-issue vs. multi-issue negotiations (options) 4. Communication/preparation vs information asymmetry 5. Risk/reward analysis

Keywords:
Win-Lose Vs. Win-Win Assumptions, Zero-Sum Vs. Positive Sum, Integrative Vs. Distributive, Competition Vs. Collaboration, Interests Vs. Position, Single-Issue Vs. Multi-Issue Negotiations (options), Communication/preparation Vs Information Asymmetry, Risk/reward Analysis

Prizes won:
- 2017 Case Awards Winner, Human Resource Management / Organisational Behaviour Category, Case Centre

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published: 07 May 2013

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Abstract:
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer. Stéphane Wilmet and Ronnie Liang, Yue Sai’s marketing director, must reconsider everything from Yue Sai’s value proposition down to its media, price, product, and distribution strategies.
Please visit the dedicated case website to to watch commercials and video interviews.

Pedagogical Objectives:
The case shows the challenges that even very successful multinational firms experience when doing business in China. Specific topics discussed include: 1. Functional vs. emotional branding. Can all brands become “passion” brands? Should they? 2. Effects of country of origin, national pride, traditions and cultural beliefs in today’s China. 3. Marketing “masstige” (affordable luxury) brands. How to leverage brand heritage while staying current and relevant in a fast-moving market.

Keywords:
Marketing, China, Branding, Advertising, Cosmetics, Luxury, Beauty, European Competitiveness, Europe

Prizes won:
- 2016 Best Selling Cases In France
- Overall Winner of 2016 Case Awards, Case Centre
- Best marketing case of 2014 by the CCMP
- 2013 Case Centre Best Selling Case in Marketing

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published: 28 Jun 2010

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Abstract:
Renova, a Portuguese toilet paper manufacturer, is battling to survive in a stagnant, commoditised market dominated by international giants and private labels. To grow and remain independent, CEO Paulo Pereira da Silva is considering three options: 1) private label manufacturing, 2) new functional innovations, and 3) launching a black toilet paper. What should he do? And how should the chosen strategy be implemented?
Please visit the dedicated case website to access an introductory video and additional teaching material.

Pedagogical Objectives:
In exploring the challenges facing small players in stagnant commodised categories where international giants and private labels dominate, this case provides detailed information on consumer behaviour, competition, and the company (including the brand and past communication campaigns). It accounts for the success of private labels and explains when it makes sense to produce for a private label. It illustrates the key role of marketing and branding, showing how Renova differentiated on hedonic and symbolic benefits in a category that was thought to be hopelessly commoditized.

Keywords:
Marketing, Brand, Private Label, Luxury, Consumer Good, Blue Ocean, Innovation, Advertising, European Competitiveness Initiative, European Competitiveness, Europe, Best Practices, Disposable Paper

Prizes won:
- 2016 Case Centre Best-selling Case in Marketing
- 2015 Case Centre Best-selling Case in Marketing
- 2013 Case Centre Best Selling Case in Marketing
- 2012 ecch Best Selling Case in Marketing
- Overall Winner of 2012 ecch Case Awards
- 2011 ecch Best Selling Case in Marketing
- 2010 ecch Best-selling Case in Marketing

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What Price Vertigo? RESEARCH Prize Winner
published: 03 Jan 2006

  • Topic: Marketing
  • Industry: Entertainement
  • Region: Europe

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Abstract:
The case uses the example of U2's 2005 world tour to investigate price differentiation in the context of entertainment industries, and particularly multi-pricing in a (capacity) constrained environment.

Pedagogical Objectives:
The objectives are: discussion of price differentiation dimensions, market segmentation, demand modelling, consumer surplus, price optimization with deterministic (linear) demand and various constraints (capacity, fairness), and the marginal revenue rule. The case can also provide an opportunity to build small pricing models using Excel solver.

Keywords:
Pricing, Price Differentiation, Pricing with Fixed Capacity, Segmentation, Entertainment

Prizes won:
- 2016 Case Centre Best-selling Case in Marketing

published: 01 Dec 2002

  • Topic: Operations
  • Industry: Retail – Textile Apparel
  • Region: Global

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Abstract:
El caso fue redactado para mostrar la importancia del diseño de los procesos de negocio como base para la competencia en el sector textil. El caso muestra los magníficos resultados de Zara, el nuevo actor de la moda en España, que ha innovado de tal forma el diseño de procesos que llega a exponer nuevas colecciones en sus tiendas en un tiempo máximo de 5 a 7 días. El enfoque tradicional en la distribución textil está representado por Marks & Spencer (M&S), la conocida empresa británica. A pesar de los problemas por los que está pasando M&S, el caso va más allá de una simple comparación entre el competidor joven e innovador y la vieja gloria.

Pedagogical Objectives:
Los autores han analizado este caso tanto en educación ejecutiva como en la asignatura común sobre gestión de procesos y operaciones del MBA. Hay cuatro conceptos importantes en los que hacemos hincapié, en mayor o menor medida, dependiendo de los objetivos pedagógicos: - Las pérdidas “del vendedor de periódicos” (Newsvendor problem) en el sector textil - El papel del aplazamiento en el diseño final - La cualidad de Zara como “empresa ágil” - Competencia e innovación de procesos, integradas en la evolución tecnológica

Keywords:
Competencia De Procesos, Gestión De Las Operaciones, Cadena De Aprovisionamiento, Venta De Ropa, Personalización Retrasada, Competencia Por Tiempo, Modelo De Vendedor De Periódicos, Innovación

Prizes won:
- 2016 Case Centre Best-selling Case in Production and Operations Management
- 2015 Case Centre Best-selling Case in Production and Operations Management
- 2014 Case Centre Best Selling Case in Production and Operations Management
- 2013 Case Centre Best Selling Case in Production and Operations Management
- 2012 ecch Best Selling Case in Production and Operations Management

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published: 05 Jan 2000

  • Topic: Operations
  • Industry: Aerospace
  • Region: Europe

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Abstract:
IACo. is an aerospace company developing UAVs (Uninhabited Aerial Vehicles). The case describes the project of developing a bid for a large contract under severe time pressure. The case discusses project planning for rapid time-to-market.

Pedagogical Objectives:
The case discusses project management problems occurring during the development of a new product. The main objectives are to illustrate: The different ways of representing project activities The traditional project management techniques (CPM, Gantt Chart) Extensions of the critical path approach (to account for time uncertainty, loops and rework) How to focus improvement efforts

Prizes won:
- 2016 Case Centre Best-selling Case in Production and Operations Management
- 2015 Case Centre Best-selling Case in Production and Operations Management
- 2013 Case Centre Best Selling Case in Production and Operations Management
- 2012 ecch Best Selling Case in Production and Operations Management
- 2011 ecch Best Selling Case in Production and Operations Management
- 2010 ecch Best Selling Case in Production and Operations Management
- 2009 ecch Best Selling Case in Production and Operations Management
- 2008 ecch Best-selling Case in Production and Operations Management
- 2007 ecch Best-selling Case in Production and Operations Management
- Winner of ecch 2004 European Case Awards, Production and Operations Management Category

published: 01 Jan 1999

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

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Abstract:
This case looks at how Lincoln Electric, the US-based company renowned for its compensation scheme, tried to implement its human resource policies globally and particularly in China.

Pedagogical Objectives:
The objective is to expose readers to some of the difficulties and myths of pushing well-worn ideas overseas. The case ends off with an important question regarding the company’s future, one that depends on its overseas strategy, of which HR is key.

Keywords:
Compensation, Cross-Culture, International Expansion, China, Incentives

Prizes won:
- 2016 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- 2015 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- 2014 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2013 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2012 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2011 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2010 ecch Best Selling Case in Human Resource Management / Organisational Behaviour
- 2009 ecch Best Selling Case in Human Ressource Management / Organisational Behaviour
- 2008 ecch Best-selling Case in Human Resource Management / Organisational Behaviour
- 2007 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

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