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published: 10 Jan 2006

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

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Abstract:
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.

Keywords:
Pharmaceutical, Alliance, Organisational Crisis, Transdermal, Advanced Drug Delivery, Advanced Drug Delivery Systems (adds), Alex Zaffaroni, Ciba-Geigy

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published: 10 Jan 2006

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

Show details ...

Abstract:
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.

Keywords:
Pharmaceutical, Alliance, Organisational Crisis, Transdermal, Advanced Drug Delivery, Advanced Drug Delivery Systems (adds), Alex Zaffaroni, Ciba-Geigy

Related:

published: 10 Jan 2006

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

Show details ...

Abstract:
This suite of cases begins with an overview of a promising alliance between a multinational Swiss pharmaceuticals firm and a start-up with cutting-edge technology in drug delivery systems. At the end of the case, the alliance has slid into crisis. In the six B caselets, three stakeholder groups from each partner in the alliance prepare to advance their visions of how it should continue - or end.

Keywords:
Pharmaceutical, Alliance, Organisational Crisis, Transdermal, Advanced Drug Delivery, Advanced Drug Delivery Systems (adds), Alex Zaffaroni

Related:

published: 07 Jan 2006

  • Topic: Strategy
  • Industry: Airline Industry
  • Region: Europe

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Abstract:
Toward the end of 2001, a group of investors is faced with the strategic decision of taking over (parts of) the bankrupt Sabena, the former Belgian flag carrier. To this end, the case describes the major crisis in the airline industry at the start of the new millennium, the competitive situation on the Belgian and European market and the chronic suffering of Sabena.

Pedagogical Objectives:
This case bridges an important gap between existing cases that focus almost exclusively on either the low-cost carriers like Ryanair and easyJet or on the large European players like Air France, KLM, British Airways and Lufthansa. From a strategic standpoint, it is extremely interesting to investigate and evaluate how smaller players, squeezed between the two groups, formulate their strategies, position themselves and conduct their business in a quest for a sustainable competitive advantage.

published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Soccer-ball / Sports
  • Region: Asia

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Abstract:
The case describes an international agreement to phase out child labor in soccer-ball manufacturing. This high-profile agreement, which resolves major brand manufacturers, has been hailed as an example of socially responsible corporate policy.

Pedagogical Objectives:
The objective is to analyse in some depth the economic, historical and ethical aspects of child labor, and to assess in the light of this analysis whether agreements such as this one serve any useful purpose.

Keywords:
Child Labour, Pakistan, Non-Governmental Organisations, Sporting Goods, Corporate Responsibility,

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published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Soccer-ball / Sports
  • Region: Asia

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Abstract:
The case describes an international agreement to phase out child labor in soccer-ball manufacturing. This high-profile agreement, which resolves major brand manufacturers, has been hailed as an example of socially responsible corporate policy.

Pedagogical Objectives:
The objective is to analyse in some depth the economic, historical and ethical aspects of child labor, and to assess in the light of this analysis whether agreements such as this one serve any useful purpose.

Keywords:
Child Labour, Pakistan, Non-Governmental Organisations, Sporting Goods, Corporate Responsibility,

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published: 01 Jul 2006

  • Topic: Strategy
  • Industry: Software
  • Region: Asia

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Abstract:
3i Technologies was spun out from ICICI Bank, one of the largest Indian banks, as a Business Process Outsourcing (BPO) provider in 1999. As the BPO market collapsed in 2001, the company underwent a radical strategy shift to selling application software solutions together with services. The case describes the transformation until 2006.

Pedagogical Objectives:
The case illustrates how the company conceived and executed a radical strategy change. In addition, the case illustrates how different competencies work together to produce competitive advantage - acquisition of small companies with promising products, product modification, and service delivery all contribute to the company's competitiveness.

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Abstract:
The Universidad Privada Boliviana (UPB), the Private University of Bolivia, was founded in 1993. Not long after, in the late 1990s, civil unrest erupted with coca growers battling police in the streets outside the campus. Students and faculty fled, the prior President retired, and UPB was functionally insolvent. Manuel Olave was hired as Rector (President) in 1999 to salvage the struggling school. Charged with turning around the struggling university, Olave realized that head-on competition would not help UPB thrive. Instead of benchmarking against leading universities, Olave formed a team to explore growth opportunities, using blue ocean methodologies like the Buyer Utility Map, Strategy Canvas, and ERRC Grid. Based on insights from the blue ocean shift process, UPB made a series of strategic moves to capture untapped demand for higher education that was more affordable and of higher value for students. Two decades later, UPB is ranked the best private university in Bolivia, enrollment is at capacity, and the school is planning a third campus.

Pedagogical Objectives:
• To explore a real world example of how a struggling education institution can turn around based on the blue ocean shift process. • To learn how a noncustomer analysis can help an organization uncover hidden pain points and create new demand. • To understand how a blue ocean leader can galvanize support and build confidence through the blue ocean shift process.

Keywords:
Education, University, Business School, Blue Ocean Strategy, Blue Ocean Shift, Value Innovation, Turnaround, Bolivia, Universidad Privada Boliviana, Upb Bolivia, Evo Morales, Santa Cruz De La Sierra, Latin America, Non Profit

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published: 24 Mar 2016

  • Topic: Strategy
  • Industry: Telecoms
  • Region: Europe

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Abstract:
The case describes the boardroom discussion at the time of the IT bubble in the early 2000s, when all major telecoms (British Telecom, Deutsche Telecom and France Telecom) had problems. BT is the first to react and decides on a major asset sale - including its mobile division - to restore the balance sheet (in view of much depreciated assets after the bubble burst). The case presents the very different tack taken by the management and board of France Telecom, inviting discussion as to why two companies facing similar conditions reach radically different decisions. This then involves discussion of the influence of stakeholders in governance and how they contribute to outcomes.

Pedagogical Objectives:
The case invites discussion of the question of how two companies in similar conditions end up taking radically different decisions. This provides a good illustration of the stakeholder view of governance, as it is only through the viewpoints and influences of stakeholders that the two outcomes can be explained.

Keywords:
Corporate Governance, Crisis, Board-Executive Dynamics, M&a, Comparative Governance (uk Vs France), Stakeholders, Corporate Governance, Value Creation, Strategy and Implementation

Related:

published: 24 Mar 2016

  • Topic: Strategy
  • Industry: Telecoms
  • Region: Europe

Show details ...

Abstract:
The case describes the boardroom discussion at the time of the IT bubble in the early 2000s, when all major telecoms (British Telecom, Deutsche Telecom and France Telecom) had problems. BT is the first to react and decides on a major asset sale - including its mobile division - to restore the balance sheet (in view of much depreciated assets after the bubble burst). The case presents the very different tack taken by the management and board of France Telecom, inviting discussion as to why two companies facing similar conditions reach radically different decisions. This then involves discussion of the influence of stakeholders in governance and how they contribute to outcomes.

Pedagogical Objectives:
The case invites discussion of the question of how two companies in similar conditions end up taking radically different decisions. This provides a good illustration of the stakeholder view of governance, as it is only through the viewpoints and influences of stakeholders that the two outcomes can be explained.

Keywords:
Corporate Governance, Crisis, Board-Executive Dynamics, M&a, Comparative Governance (uk Vs France), Stakeholders, Corporate Governance, Value Creation, Strategy and Implementation

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