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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: 24 Apr 2015

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Abstract:
Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company’s financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

Pedagogical Objectives:
When times are good, (almost) anyone can lead; it is leading at difficult times that separates the wheat from the chaff. This case provides the opportunity for professionals to try their hand at a challenging turnaround situation in which financial distress is exacerbated by allegations of fraud. Add India, the setting, to the mix and it could be described as a 'perfect storm'.

Keywords:
Turnaround, Textile, Cash Flow Management, Emerging Markets, Corporate Governance, India, Distressed Companies, Fraud, Corporate Governance, Investors, Stakeholders and Accountability, Gpei, Gpei-Case

Prizes won:
- Winner 2015 EFMD Case Writing Competition, Indian Management Issues and Opportunities Category

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published: 25 Mar 2010

  • Topic: Strategy
  • Industry: Telecom and networking equipment
  • Region: North America

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Abstract:
The case first describes the evolution of Cisco Systems of San Jose, California, from a narrowly-focused routing and switching equipment vendor, with a highly effective competitive strategy, into a diversified networking and IT giant. This growth was fuelled by many acquisitions, the rationale of which developed over time, in light of the growth opportunities and challenges which Cisco encountered. The events described in the case took place in early 2007, while Cisco was considering the acquisition of IronPort, a security software company. A decision to purchase IronPort would symbol a continual divergence from Cisco’s old and famous acquisition strategy of acquiring young entrepreneurial firms, to complement its internal development efforts and become a one-stop-shop for its networking customers. This divergence started a few years earlier, with the acquisition of large firms like Linksys and Scientific Atlanta, labeled by Cisco’s management as “platform” deals.

Pedagogical Objectives:
This case can be taught in courses on corporate strategy, mergers and acquisitions, and general management. It contains ample data to discuss Cisco?s strategy and its contingent approach towards acquisitions. It provides insights into implementation issues involving processes and routines underlying the various phases of the acquisition process from target selection to post-merger integration. In particular, this case can be taught with a specific focus on post-acquisition integration (providing an interesting setting to apply the Haslespagh and Jemison?s integration matrix- absorption, symbiosis and preservation).

Keywords:
Mergers and Acquisitions, Corporate Development, Post-Merger Integration, Corporate Strategy, High-Tech Acquisition

Prizes won:
- 2015 Case Centre Best-selling Case in Strategy and General Management

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published: 25 Jan 2010

  • Topic: Marketing
  • Industry: Motor Vehicles and Passenger Car Bodies
  • Region: North America

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Abstract:
The Ford Fiesta Movement was a social media campaign run by Ford in the U.S. during 2009 to generate buzz for the upcoming launch of the 2011 Fiesta sub-compact car. This case examines the campaign's performance and asks what marketers should do thereafter to convert interested consumers into buyers.

Pedagogical Objectives:
This case can be used as an introduction to social media and viral marketing as tools for launching new products. Specifically, to (1) discuss appropriateness of different criteria for evaluating campaign performance, and (2) consider what marketers should do after a campaign to leverage the brand awareness generated and convert sales.

Keywords:
Social Media, Viral Marketing, Buzz Marketing, Ford Motor Company, New Products, Twitter, Facebook, Word of Mouth

Prizes won:
- 2015 Case Centre Best-selling Case in Marketing
- 2014 Case Centre Best Selling Case in Marketing
- 2013 Case Centre Best Selling Case in Marketing
- Winner of 2013 ecch Awards, Marketing Category
- 2011 ecch Best Selling Case in Marketing

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published: 19 Jan 2007

  • Topic: Economics & Finance
  • Region: Europe

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Abstract:
The case explores some of the conflicts generated by the liberalization of labour and services markets in the European Union (EU) following the post-Communist enlargement in 2004, focusing in particular on the role played by the European Court of Justice as the frequent arbitrator of conflicts over market liberalization in the EU.

Pedagogical Objectives:
The two-part case is intended to facilitate an analysis of: - the cleavages and conflicts generated by the prospect of labour and services market liberalization in the post-2004 EU, characterized by greatly increased income disparities between member states; - the scale of the political obstacles to radical market liberalization in the EU; - the critical role historically played by the ECJ as a motor of EU market liberalization; and - the implications of the post-Communist enlargement for the balance of power between labour and business interests in the EU.

Keywords:
European Competitiveness, Europe

Prizes won:
- 2015 Case Centre Best-selling Case in Economics, Politics and Business Environment

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published: 01 Jan 2004

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

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Abstract:
To explain the role that corporate culture has played in the performance of IBM, this case traces the culture of IBM under four of its influential leaders: Thomas Watson, Sr., Thomas Watson , Jr., John Akers and Lou Gerstner. Particular attention is paid to Gerstner's impact revitalizing the culture and bringing the company back, in some sense, to its cultural roots. Analysts and commentators agreed that Lou Gerstner had created a revolution within IBM, but Gerstner himself claimed: “On one level so much about IBM has changed. On another level very little is different.”

Pedagogical Objectives:
This case helps students understand two things. First, the importance of corporate culture: how it influences organizational behavior and how it impacts performance for better and for worse. Second, how exceptional leaders influence and vitalize culture, shaping its influence for the better.

Keywords:
Ibm, Leadership, Organizational Culture, Corporate Culture, It

Prizes won:
- 2015 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour
- 2009 ecch Best Selling Case in Human Ressource Management / Organisational Behaviour

Lee Coker RESEARCH Prize Winner
published: 03 Jan 1996

  • Topic: Leadership & Organisations
  • Region: Global

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Abstract:
Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee’s theory on this issue, Lee’s behaviour (as seen by both himself and his subordinates), and his subordinates’ reactions. The main focus is on Lee’s relationship with Ed, which is satisfactory for several months but then enters into a vicious circle once certain mechanisms have been activated.

Pedagogical Objectives:
To discuss the management of perceived lower performers To illustrate and discuss concepts such as self-fulfilling prophecies and vicious circles To present and/or discuss subjects such as the Pygmalion effect, Leader-Member Exchange, Self-Determination Theory, and Procedural Justice.

Keywords:
Human Resource Management, Interpersonal Behaviour, Leadership, Management Style, Procedural Justice, Superior and Subordinates, Communication Process, Management Skills, Participative Management, Performance Evaluation, Pygmalion Effect, Use of Performance Measures, Dyadic Relationships, Middle Management, Delegation

Prizes won:
- 2015 Case Centre Best-selling Case in Human Resource Management / Organisational Behaviour

published: 25 Aug 2014

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Abstract:
In late 2011, Infineon (IFX), a German semiconductor company, is sitting on a €2.4bn cash balance representing 40% of its assets. As part of a financial policy review, management is receiving conflicting advice from different quarters as to whether to pay out some of the cash holdings, how much and by which methods.

Pedagogical Objectives:
The issues covered include (1) the need to link financial policy to business fundamentals, (2) the costs and benefits of holding cash, and why highly cyclical, knowledge-based, capital-intensive companies like IFX need large cash reserves, (3) the mechanics and rationales for different payout methods (e.g., cash dividends, share buybacks, etc.).

Keywords:
Semiconductors, Technology, Cash Holdings, Capital Structure, Payout, Dividends, Repurchases, European Competitiveness Initiative, European Competitiveness, Europe, Strategy

Prizes won:
- Winner 2014 EFMD Case Writing Competition, Finance and Banking Category

published: 25 Mar 2014

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Abstract:
The case illustrates the challenges faced by entrepreneurs launching a new product in an highly competitive market with limited resources. The case is set in 2005 and puts the student in the shoes of Michel and Augustin.

Pedagogical Objectives:
It allows students to see the strategic and tactical actions of a marketing plan in a clear, novel and fun context. For aspiring entrepreneurs, it offers an exciting opportunity to discuss the specific challenges related to launching a brand for a start-up.

Keywords:
Marketing, Entrepreneurship, Food and Drink, Startup Marketing, European Competitiveness, Europe

Prizes won:
- 2014 Case Centre Best Selling Case in Marketing
- Winner of 2014 Case Awards - New Case Writer Category

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published: 27 Feb 2009

  • Topic: Strategy
  • Industry: Quick Service Restaurants and Franchise
  • Region: Asia

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Abstract:
McDonald’s is the undisputed global leader of quick service restaurants. In China, however, it has less than half the number of outlets and significantly lower profit margins than KFC. Why is KFC seemingly wining in China? How can McDonald’s leverage its global acumen to catch up with KFC?

Pedagogical Objectives:
This case studies cross border transfer of business models between two very different institutional contexts. It discusses how multinational firms replicate their proven successful business model and underlying practices from USA to China, a country that is deemed very different in operating environment and consumer behaviour. If local adaptation seems inevitable, then what has to be changed and when?

Keywords:
Adaptation, Replication, Transfer of Best Practice, Global Strategy, Business Model, China, Franchise, Emerging Market, Restaurant Chain, International Business

Prizes won:
- 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

published: 31 Jan 2009

  • Topic: Leadership & Organisations
  • Industry: Tires
  • Region: North America

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Abstract:
Please refer to part A for the abstract.

Prizes won:
- 2014 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2013 Case Centre Best Selling Case in Human Resource Management / Organisational Behaviour
- 2011 ecch Best Selling Case in Human Resource Management / Organisational Behaviour

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