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published: 01 Jan 1998

  • Topic: Strategy
  • Industry: Electronic Equipment
  • Region: Europe

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Abstract:
The case describes the web of alliances that PixTech, a small entrepreneurial start-up in France, has built to accelerate the development and exploitation of a new technology in the area of flat screen displays.

Pedagogical Objectives:
To assess the feasibility of building and using a network of strategic alliances to create a complete business system and value chain and to accelerate the diffusion of an innovation and the growth of an entrepreneurial venture.

Keywords:
Strategic Alliances, Entrepreneurship, Innovations, New Venture, Technology Strategy, Electronics, Europe, Computer

published: 02 Jan 1997

  • Topic: Strategy
  • Industry: Aero Engines
  • Region: Global

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Abstract:
The cases retrace the history of the GE-SNECMA alliance, from its inception in the 1970s, and the choice of its initial design, to the mid 1990s, when the partners face the first serious crisis in their relationship.

Pedagogical Objectives:
To illustrate how the careful design of an alliance (role differentiation and complementarity, governance structure and mechanism, interface processes) can overcome the difficulties faced in cooperation between partners with very different starting positions and subject to the pressure of different stakeholders, in particular their home governments.

Keywords:
Strategic Management, Strategic Alliances, Joint Venture, Cooperative Projects, Jet Engines, Design of Alliances, Governance of Alliances, Global Competition

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published: 01 Jan 1994

  • Topic: Strategy
  • Industry: Banking
  • Region: Europe

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Abstract:
Starting from scratch in 1986, BCP has grown to become one of the largest and most profitable banks in Portugal. Its enormous success can be attributed to several factors including favourable external conditions and the successful management of a strategy of aggressive customer-driven innovations. I.T. has played a central role to BCP's success. This case focuses on management of information technology within BCP and illustrates how the bank has successfully linked its I.T. strategy to its business strategy.

Pedagogical Objectives:
To highlight important management actions which can be taken to integrate an organisation's I.T. and business strategies.

Keywords:
Banking on Technology

Rank Xerox (A) Award winner Prize Winner
published: 08 Jan 1995

  • Topic: Strategy
  • Industry: Office Equipment
  • Region: Europe

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Abstract:
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.

Pedagogical Objectives:
These cases illustrate the trade-offs which have to be made between an ideal strategy and one which can be implemented. They show how a certain vagueness in the design of a change initiative can lead to creativity in its implementation and how establishing a new way of changing enhances future adaptiveness.

Keywords:
Transnational, Strategy, Structure, Behaviour, Change, Empowerment, Cost Cutting, Responsiveness

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published: 01 Jan 1988

  • Topic: Entrepreneurship
  • Industry: Pharmaceutical Industry
  • Region: Global

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Abstract:
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity. The following cases analyse the structure of the agreement and the evolving actual functioning of the partnership between 1978 and 1981. The final cases describe the dissolution of the partnership in 1982, and the longer-term consequences of the partnership for each company.

Pedagogical Objectives:
The general objective of the case series is to provide an opportunity for discussing the generic issues arising in technological partnerships between large and small companies. Specific objectives are: . To provide an understanding of the reasons for technological partnerships between large and small companies . To allow participants to design an interface structure for a partnership To develop an understanding of the role of different management tools in partnership effectiveness, and to provide practice in diagnosing a concrete partnership situation and suggesting remedial action to enhance effectiveness . To understand the causes of conflicts in partnerships . To provide practice in assessing whether a partnership is sustainable . To understand the problems involved in terminating a partnership . To provide an opportunity for evaluating the success of a partnership and for understanding the factors which influence partnership success

Keywords:
Partnership Effectiveness, Technological Partnership, Usa, Pharmaceutical Industry, Small Company

Prizes won:
- Best-selling cases, ecch

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published: 01 Jan 1987

  • Topic: Marketing
  • Industry: Pharmaceutical industry
  • Region: North America

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Abstract:
This is the fourth case in a series of 11, which deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (Alza). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity. The following cases analyse the structure of the agreement and the evolving actual functioning of the partnership between 1978 and 1981. The final cases describe the dissolution of the partnership in 1982, and the longer-term consequences of the partnership for each company.

Pedagogical Objectives:
The general objective of the case series is to provide an opportunity for discussing the generic issues arising in technological partnerships between large and small companies. Specific objectives are: (1) to provide an understanding of the reasons for technological partnerships between large and small companies; (2) to allow participants to design an interface structure for a partnership; (3) to develop an understanding of the role of different management tools in partnership effectiveness, and to provide practice in diagnosing a concrete partnership situation and suggesting remedial action to enhance effectiveness; (4) to understand the causes of conflicts in partnerships; (5) to provide practice in assessing whether a partnership is sustainable; (6) to understand the problems involved in terminating a partnership; (7) to provide an opportunity for evaluating the success of a partnership and for understanding the factors which influence partnership success.

Keywords:
Usa, Pharmaceutical Industry, Small Company

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published: 01 Jan 1992

  • Topic: Marketing
  • Industry: Retail Banking
  • Region: Europe

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Abstract:
The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage. The case also discusses the sustainability of this competitive advantage in the face of 1993, competitive imitation and internal complexity and growing formalization.

Pedagogical Objectives:
Topics covered are strategic analysis and "strategic window", strategic commitments and the building of barriers to competitive imitation, as well as new venture risks and returns, sustainability of competitive advantage based on a service innovation and the role of information technology choices in building this advantage.

Keywords:
Banco Comercial Portugues

Prizes won:
- 2006 ecch Best-selling Case in Strategy and General Management
- 2005 ecch Best-selling Case in Strategy and General Management
- 2004 ecch Best-selling Case in Strategy and General Management

published: 06 Jan 1994

  • Topic: Strategy
  • Industry: Defense Electronics - Aerospace
  • Region: Global

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Abstract:
The CF-LLAD Oerlikon-Bührle case series (to be used together with the Canadian Armed Forces note and the Appendix on the Canadian Aerospace Industry) describes the approach used by Oerlikon-Bührle to bid for a new short-range air defence system for the Canadian Forces. In particular, the case describes how the company articulated its offer, and what arguments it emphasised in order to be short listed and then selected by the Canadian Government. The case format allows various groups of participants to role-play various parties: Oerlikon-Bührle, the Canadian Armed Forces, the Canadian Aerospace Industry and Canada's Ministry for Regional Economic Development.

Pedagogical Objectives:
The case can be used to illustrate marketing concepts in the context of a complex system sale to a government, emphasising customer responsiveness, user orientation, and the understanding of purchasing decisions. The case can also be used to analyse the features of Oerlikon's successful transition from being an anti-aircraft gun supplier to becoming a missile system integrator.

Keywords:
Switzerland, Canada, Defence Electronics, Aerospace

Related:

published: 01 Jan 1988

  • Topic: Strategy
  • Industry: Pharmaceuticals
  • Region: Global

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Abstract:
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).

Keywords:
Healthcare

Related:

published: 01 Jan 1983

  • Topic: Strategy
  • Industry: Pharmaceuticals
  • Region: Europe

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Abstract:
The case describes the approach to the choice between an expatriate and a local manager for the position of marketing manager in the French pharmaceutical division of Ciba Geigy, the preferences of various managers, and the working of Ciba Geigy’s international career management and succession planning process.

Pedagogical Objectives:
To place in a strategic context the choice of key managers in a multinational company, and to review the pros and cons, enabling conditions for a typically European career management and succession planning process.

Keywords:
Ciba-Geigy, Management Development


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