INSEAD the business school for the world

Latest Case Studies

123 case studies

by Publication Date
published: 19 Dec 2018

  • Topic: Responsibility
  • Region: Global

Show details ...

Abstract:
This case focuses on the contribution of the Sustainable Apparel Coalition (SAC), an American trade organization based on an industry-wide collaboration and a multi-stakeholder approach, to the fashion industry. The Higg Index is a self-assessment tool that aims to measure and reduce the environmental and social impacts of apparel supply chains. While the SAC’s initiative is succeeding as far as the global scenario is concerned (measured by the number of member companies and adoption of the Higg Index), the challenge is changing. New strategically relevant issues force SAC to re-evaluate its approach to future expansion.

Pedagogical Objectives:
This case was designed for MBA and EMBA sessions on sustainability and social innovation to help students: • analyse the value of self-regulation through an example of self-regulation in the apparel and textile industry (see background on social self-regulation mechanisms in this note); • analyse the Sustainable Apparel Coalition and its self-assessment tool, the Higg Index, and evaluate conditions under which the SAC can be successful; • examine how competitors in the market come together when a common strategic issue such as sustainability emerges; • discuss how collaboration can enable companies to focus on product and process innovation; • critically analyse the pros and cons of the SAC’s operations strategy; • identify the risks of self-regulation (for companies and for SAC); • discuss the nature of “wicked problems” and their relevance for managers.

Keywords:
Sustainable Apparel Coalition, Textile Industry, Self-Regulation, Higg Index, Patagonia, Wal-Mart, Fast Fashion, Sustainable Fashion, Jason Kibbey, Rick Ridgeway, Apparel Industry, Wicked Problems, Pilot Washing, Self-Assessment

published: 19 Dec 2018

  • Topic: Leadership & Organisations
  • Region: North America

Show details ...

Abstract:
In this case, executives from a movie studio and a talent agency representing a (past his prime) movie star discuss their new project, the latest in a very successful film franchise which has declined in prestige over the last couple of installments. The parties also have to navigate challenges such as an ageing star in an action movie, a changing customer landscape and several other production problems to see if they can still build a valuable deal. On the positive side, there are opportunities for value creation available if the parties are brave and transparent enough to find them. This case is an excellent role play to use in a course after the Oxipouco role play, for example. It has about the same size and several of the same structural dynamics as the Sally Soprano case, but enriches the context and allows for more exploration of additional aspects of negotiation theory. As such, this role play is ideal for a negotiation teacher/professor who wants to upgrade, differentiate or just move away from Sally Soprano without having to learn or experiment with a completely new case.

Pedagogical Objectives:
• The differences between interests, positions and options • How to uncover and exchange interests to create value • How to build value creating options • How to use legitimacy to claim value • Opening offers, ZOPA, reservation price & aspiration price • How to understand and manage power in the absence of a good BATNA • How to reframe a negotiation from power to value • When to share interests and options • How to handle positions, preferences and non-negotiables

Keywords:
Interest, Position, Options, Legitimacy, Value Creation, Value Claiming, Opening Offer, Zopa, Reservation Price & Aspiration Price, Batna, Win-Win, Win-Lose, Power, Value, Preference, Preferences, Priority, Priorities, Non-Negotiable

Related:

published: 19 Dec 2018

  • Topic: Leadership & Organisations
  • Region: North America

Show details ...

Abstract:
In this case, executives from a movie studio and a talent agency representing a (past his prime) movie star discuss their new project, the latest in a very successful film franchise which has declined in prestige over the last couple of installments. The parties also have to navigate challenges such as an ageing star in an action movie, a changing customer landscape and several other production problems to see if they can still build a valuable deal. On the positive side, there are opportunities for value creation available if the parties are brave and transparent enough to find them. This case is an excellent role play to use in a course after the Oxipouco role play, for example. It has about the same size and several of the same structural dynamics as the Sally Soprano case, but enriches the context and allows for more exploration of additional aspects of negotiation theory. As such, this role play is ideal for a negotiation teacher/professor who wants to upgrade, differentiate or just move away from Sally Soprano without having to learn or experiment with a completely new case.

Pedagogical Objectives:
• The differences between interests, positions and options • How to uncover and exchange interests to create value • How to build value creating options • How to use legitimacy to claim value • Opening offers, ZOPA, reservation price & aspiration price • How to understand and manage power in the absence of a good BATNA • How to reframe a negotiation from power to value • When to share interests and options • How to handle positions, preferences and non-negotiables

Keywords:
Interest, Position, Options, Legitimacy, Value Creation, Value Claiming, Opening Offer, Zopa, Reservation Price & Aspiration Price, Batna, Win-Win, Win-Lose, Power, Value, Preference, Preferences, Priority, Priorities, Non-Negotiable

Related:

Show details ...

Abstract:
Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.

The case focuses on AccorHotels’ ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures – from management to operations – to support this new dynamic and maximize value creation. The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels’ core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken. What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources. Detailed information on the consumer, the ecosystem, the firm, marketing and financial indicators is provided. Teaching notes and accompanying PowerPoint presentations suggest appropriate classroom exercises and include supplemental material and databases for group exercises. Videos provide insight on what drove the digital transformation and vividly illustrate its implementation and initial impressive results. They include interviews with Emilie Couton (Vice President Digital Marketing Asia Pacific), a video-recorded session of Olivier Arnoux on the digital transformation at AccorHotels, as well as examples of content created or co-created by AccorHotels. Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case offers a forum to discuss what it means for a company to engage its digital transformation in order to foster customer-centricity. A discussion of the nature and role of online content in shifting consumer behavior in the hoteling industry serves as a basis to explore how companies can create value at different points of the customer journey and what these steps entail. The case also touches on a variety of important strategic, organizational and operational decisions that the company must undertake to fully leverage online content and can be used to address the following broad questions (Specific questions are available in the teaching note): 1) How does online content stemming from digital and social media create value in the hoteling industry? 2) How can a company actively manage online content and implement a content strategy? and 3) What aspects of its organizational design a company need to remodel in order to maximize value creation through digital and social media.

Keywords:
Digital Transformation, Content Marketing, Customer Centricity, Hoteling & Tourism, Social Media Marketing, Customer Journey, Consumer Experiences, Digital Disruptions E-Reputation, Reputation Management, Accorhotels Booking Airbnb, Tripadvisor, Online Reviews, Social Media Listening, Digital Organizational Integration, Corporate Governance, Value Creation, Strategy and Implementation

Related:

published: 30 Nov 2018

  • Topic: Strategy
  • Region: Europe

Show details ...

Abstract:
Charity fundraising in the UK was a deep red ocean when Comic Relief started. Costs were up and donations were down. To stand out from the crowd, organizations had to work harder at fundraising and marketing. Yet Comic Relief rapidly achieved 96 percent national brand awareness and has now raised over £1 billion without spending anything on marketing. Its flagship event, held once every two years, is almost a national holiday in the UK. The case reveals how Comic Relief redefined the problem of the charity-giving industry - from how to get the wealthy to give out of guilt, to how to get everyone ‘to do something funny for money’ – thus reconstructing the market boundaries. It understood how to create new demand by looking to nondonors and what turned them off (the blocks to giving). In so doing, it erected formidable barriers to imitation – cognitive, organisational, economic and legal. Its enduring success relies on the alignment of its value, profit and people propositions. It can be used to teach the following Blue Ocean concepts: (1) the Buyer Utility Map; (2) the Three Tiers of Noncustomers; (3) Barriers to Imitation; and (4) Disruptive versus nondisruptive creation.

Pedagogical Objectives:
• The central importance of noncustomers as a way to gain insights into how to create new demand and generate new growth. Instead of fighting for a greater percentage of existing donors, Comic Relief looked to noncustomers and what turned them off charitable giving, uncovering the major pain points imposed by the industry. This gave critical insight into how to open up new market space - a blue ocean of noncustomers • Barriers to imitation Barriers to imitation effectively prolong the sustainability of a blue ocean strategy, in this case the alignment of value, profit and people propositions, and cognitive, organizational, brand, economic and legal barriers – keeping challengers for many years. • Market creating-strategies are not synonymous with disruptive creation. Rather than replacing an earlier technology or existing product or service, Blue Ocean Shift | Strategy goes beyond disruption to embrace what Chan Kim and Renée Mauborgne call “nondisruptive creation” of a new market and with it new growth. While Comic Relief triggered a measure of disruption, it principally unlocked nondisruptive creation, where its gain didn’t come at the expense of others.

Keywords:
Social Services, Blue Ocean Strategy, Nonprofit Organization, Disruptive Creation, Nondisruptive Creation, Barriers to Imitation, Noncustomers, Market Creating Strategy, Charity, Blue Ocean Shift, Charity Fundraising

published: 30 Nov 2018

  • Topic: Operations
  • Region: Global

Show details ...

Abstract:
At the end of 2017, Disney announced it would acquire the majority of 21st Century Fox’s assets including its movie studio, TV production company, cable channels and regional sports networks. If approved, the deal would give Disney the scale and content to develop its own streaming service by 2019, when its contract with Netflix expired. The rise of streaming had contributed to the steady decline of cable-TV, DVD sales and cinema attendance in the US. The case discusses the transformation of the media landscape with the growth of digital. Was Disney’s apparent move away from “content is king” – its strategy since 1923 – recognition of the importance of distribution channels in the digital age?

Pedagogical Objectives:
. To understand the impact of digitalization on the restructuring of information chains . To assess the attractiveness of technology & operations strategies: vertical integration, horizontal dominance . To assess the importance of globalization in service industries, especially content management

Keywords:
Competitive Positioning, Industry Analysis, Information Chain, Distribution Channels, Content Management, Platforms, Service Management, Digital Transformation, Media and Entertainment, Streaming Services, Vertical Integration, Entertainment, Horizontal Dominance, Disney

published: 26 Nov 2018

Show details ...

Abstract:
In this case study, we are analyzing how one of the biggest international telecommunications providers, Telenor, has used this weakness of financial institutions and has successfully launched the first mobile only bank in Serbia – Telenor Banka. The CEO of Telenor Banka is an INSEAD Alumni and is working with us on this case. The Case is illustrating how companies can create a successful business by enhancing traditional (marketing) strategy frameworks with innovative digital approaches and technologies in new, under-developed markets. Telenor has revolutionised the entire customer experience across the most important touchpoints by leveraging digital trends like big data analytics, artificial intelligence, augmented reality or community building through social media marketing. More specifically, the case discusses topics like digital marketing, digital disruption, customer experience strategies, customer segmentation, omni-channel strategies, and brand positioning & architecture strategies. The case also illustrates how digital practices foster business-model innovation that may not only change the competitive landscape but represent a ‘quantum leap’. Finally, the case discusses key enablers that organisations have to put in place to make a digital transformation work: the success of Telenor Bank Serbia was also driven by organisational change, leadership skills, the right vision and new management approaches like design thinking and lean management.

Please visit the dedicated case website to access videos, interviews and other support material.

Pedagogical Objectives:
This case will touch upon a variety of important strategic decisions when it comes to marketing & branding in the digital world: . Marketing planning for new product & services in a digital world; . Understand digital trends that are disrupting financial services . Leverage digital trends to generate new or optimize existing products, brands, and content . Understand today's customers and their evolving needs and expectations . Understand why digital should be the default approach to customer engagement and not just a bolt-on . Understand the new rules of competition . Leveraging digital trends to optimize customer experiences; . Brand identity and positioning in a digital world. . Leveraging communities and content to build strong brands in a digital world . Understand key enablers that allow for a digital transformation . Transforming the organization itself is tougher than mastering the technology . Understand the importance of a flexible, agile and collaborative organization

Keywords:
Digital Transformation, Digital Disruption, Digital Marketing, Banking, Mobile Banking, Customer Centricity, Customer Experience, Digital Innovation, Brand Extension, Brand Dilution, Omni-Channel

Related:

published: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: Global

Show details ...

Abstract:
K-pop is thriving for industry veterans and entrepreneurs alike, but is a complex industry. This case is about launching a disruptive media brand that helps artists secure lucrative sponsorships and partnerships through strategic integration and content marketing. How should a start-up in the K-pop industry strategize to cater to A-listers and/or the under-served part of the market? Is catering purely to the under-served market a better strategy? While disrupting the existing business model and trying to create a two-sided marketplace, how important is communication and research in the K-pop industry?

Pedagogical Objectives:
- Teaching and applying concepts related to entrepreneurship and new business ventures, using the K-pop industry seen through an insider’s lens (Ian). - Understanding that a new business venture cannot thrive when solely based on relationships established in the past, or by virtue of having worked in the same industry before. - The importance of thorough research before starting a venture and validating the business model, which is critical to making or breaking a new business. In an entrepreneurial course, the case covers the following broad themes, with the K-pop industry as the backdrop: 1. Researching how an industry is set up, the business flow, who does what, who has what, and who plays what role at which point of decision-making. 2. The opportunities and limitations of influencer marketing. 3. The critical need (notwithstanding the ubiquity of ‘disruption’) for careful analysis and planning for new business ventures, whatever the industry.

Keywords:
Social Media, Music, Advertising, Entrepreneurial Ventures, Entrepreneurship, Start-Ups, Startup, Social Media, Markets

published: 29 Oct 2018

Show details ...

Abstract:
When Alibaba, China’s leading digital platform and cloud-based services company, fails to acquire the US firm Moneygram, CEO Jack Ma decides to go it alone and develop a digital strategy using blockchain technology as the basis for a global remittance service, GCash, within its cloud services business. Alibaba’s financial services affiliate Ant Financial, begins by targeting cross-border money transfers made by domestic workers in Hong Kong who routinely send money to their families in the Philippines. It subsequently forms a strategic alliance with Globe Telecom and Standard Chartered Bank which provide market access and financial intermediation. The case focuses on the value proposition of blockchain in cross-border financial services, particularly in Southeast Asia, and how it fits into Alibaba's "iron triangle" cloud services strategy in the region where there is fierce competition from Google and Digital Ocean. Blockchain technology is utilized to disintermediate the US-based SWIFT system and the dominant remittance service providers, Moneygram and Western Union, that charge high fees. As an illustration of how to launch proprietary cypto- and blockchain-based networks, the case explains how they differ from digital platforms, and how they are complementary, such as network effects and synergies with Alibaba’s installed customer base.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
The case study incorporates important lessons in digital entrepreneurship, digital strategy, blockchain, cloud and web services, fintech, network effects, and diversification across technology platforms.

Keywords:
Digital Entrepreneurship, Blockchain, Cloud, Cloud Service, Fintech, Remittances, Network Effects, Crypto, Alibaba, Web Services, Fintech, Southeast Asia, China, Hong Kong, Philippines, Digital Strategy, Digital Platform, Platforms

published: 29 Oct 2018

  • Topic: Entrepreneurship
  • Region: Asia

Show details ...

Abstract:
Constance and Gopal have both quit their jobs at reputed organisations to join the Entrepreneur First (EF) programme to realise their entrepreneurial ambitions. They bring different sets of skills to the table but are united in their desire to do something meaningful at the forefront of technology. They have been admitted to the EF programme in Singapore, which is where their paths first crossed and where they co-founded AIMLedge.

Pedagogical Objectives:
Focusing on the instruction and application of concepts related to entrepreneurship and new business ventures, the case presents the benefits that incubators such as EF offer, as well as the drawbacks, e.g., the fact that the co-founders (Constance and Gopal) barely know each other, the pressure to deliver in a short time span. The case enables students to discuss the following questions and themes: 1. Do I want to become an entrepreneur? 2. How to pick the right co-founder? 3. How to deal with (negative) feedback? 4. Competitive positioning through a customer lens 5. Creating value through business models

Keywords:
Technology, Startup Accelerator, Entrepreneurial Ventures, Entrepreneurship, Start-Ups, Startup, Business Model, Incubator

by Publication Date


Share