Around 6:00 p.m. on May 31, 2007, Urs Müller and Christoph Burger from ESMT European School of Management and Technology were getting prepared for the presentation. In about an hour they would present their proposal for an executive education program to the CEO of Energie aus Deutschland Systems (EAD Systems) and two of his senior HR managers. Sitting in the lobby of a hotel in western Germany next to the main entrance of the EAD Systems headquarters, Urs recalled the pitching process by scrolling through his notes. ESMT's pitch to EAD Systems" describes the efforts of ESMT European School of Management and Technology to acquire EAD Systems as a client for an executive education program. The case study comprises two parts, A and B, which allow comprehensively reviewing sales management in a professional services firm.
Around 6:00 p.m. on May 31, 2007, Urs Müller and Christoph Burger from ESMT European School of Management and Technology were getting prepared for the presentation. In about an hour they would present their proposal for an executive education program to the CEO of Energie aus Deutschland Systems (EAD Systems) and two of his senior HR managers. Sitting in the lobby of a hotel in western Germany next to the main entrance of the EAD Systems headquarters, Urs recalled the pitching process by scrolling through his notes. ESMT's pitch to EAD Systems" describes the efforts of ESMT European School of Management and Technology to acquire EAD Systems as a client for an executive education program. The case study comprises two parts, A and B, which allow comprehensively reviewing sales management in a professional services firm.
In 2002 the management team of Deutsche Lufthansa AG was considering the upcoming threat from low-cost airlines in the context of an increasingly complex and competitive strategic environment. Finally the decision was taken to respond to the innovation by opening an own low-cost carrier, Germanwings in late 2002. But over time the business model of Germanwings was modified repeatedly. The case series covers * Lufthansa's considerations regarding various options to respond to the competitive challenges brought up by the emerging low-cost airlines such as easyJet or Ryanair in 2002 (Case A), * the foundation of Germanwings in late 2002 and some early successes until 2005 (Case B), and * some more recent changes in the Germanwings business model in the following five years until end of 2010 (Case C).
In 2002 the management team of Deutsche Lufthansa AG was considering the upcoming threat from low-cost airlines in the context of an increasingly complex and competitive strategic environment. Finally the decision was taken to respond to the innovation by opening an own low-cost carrier, Germanwings in late 2002. But over time the business model of Germanwings was modified repeatedly. The case series covers * Lufthansa's considerations regarding various options to respond to the competitive challenges brought up by the emerging low-cost airlines such as easyJet or Ryanair in 2002 (Case A), * the foundation of Germanwings in late 2002 and some early successes until 2005 (Case B), and * some more recent changes in the Germanwings business model in the following five years until end of 2010 (Case C).
In 2002 the management team of Deutsche Lufthansa AG was considering the upcoming threat from low-cost airlines in the context of an increasingly complex and competitive strategic environment. Finally the decision was taken to respond to the innovation by opening an own low-cost carrier, Germanwings in late 2002. But over time the business model of Germanwings was modified repeatedly. The case series covers * Lufthansa's considerations regarding various options to respond to the competitive challenges brought up by the emerging low-cost airlines such as easyJet or Ryanair in 2002 (Case A), * the foundation of Germanwings in late 2002 and some early successes until 2005 (Case B), and * some more recent changes in the Germanwings business model in the following five years until end of 2010 (Case C).
In 2011 the World Bank and others were concerned that cities all over the developing world were losing their battle with increasing traffic congestion in part because they lacked institutions that had the authority and the capacity to promote public transportation in an integrated fashion. Lagos was one of the few major cities in the developing world to have a metropolitan area public transportation authority with broad powers, independent resources and a staff of international quality. The Lagos Metropolitan Area Transportation Authority (LAMATA) had some early successes but other agencies were expanding their roles raising the question as to how LAMATA's success could be maintained and replicated. Case number 2052.0
Two Valmont Industries (an international leader in infrastructure products and services) colleagues, Robert (Bob) Meaney and Richard Berkland hoped to improve the lives of small and medium-sized farmers in the developing world through modern irrigation technology. In October 2015, they had already launched three pilot projects in Africa, each with a unique model of engaging local and global actors around center pivot irrigation technology. They were eager to understand the impact each model had on agricultural yields, water resource management, and farmer income, to create a model adaptable to different regions around the world.
After the Irish pharmacy industry’s deregulation, large competitors entered the market, upsetting small private players like single shop outlets and independent chains. While some of the new competitors implemented sophisticated technologies, others announced price cuts of up to 31 per cent on drugs. Not only did market shares for small players shrink, but the recession, changes in payment structures, government spending cuts and decreased consumer loyalty further reduced pharmacies’ profit margins. Many private pharmacists had observed that other pharmacies in Ireland and in the United States had successfully adopted connected health technologies (CHTs) to improve their performance. In order to compete against powerful multinational retail pharmacies, private pharmacists needed to analyze their business models and make any necessary alterations as soon as possible. Should they reinforce their current business models or try to innovate? Did they have the capabilities to develop CHTs and would these investments prove worthwhile?
In early June 2013, the executive director of Art Feeds, which provided therapeutic art and creative education to school children to help them achieve mental and emotional well-being, needed to make a recommendation to her board about whether to expand the current operations in Joplin, Missouri, to Moore, Oklahoma, after a devastating tornado in Moore. She needed to determine whether the organization had the resources required to expand successfully. If the executive director recommended expansion, she also needed to recommend the method that Art Feeds should use, i.e., disseminating the Art Feeds concept, using an affiliation model, or branching.
After the Irish pharmacy industry's deregulation, large competitors entered the market, upsetting small private players like single shop outlets and independent chains. While some of the new competitors implemented sophisticated technologies, others announced price cuts of up to 31 per cent on drugs. Not only did market shares for small players shrink, but the recession, changes in payment structures, government spending cuts and decreased consumer loyalty further reduced pharmacies' profit margins. Many private pharmacists had observed that other pharmacies in Ireland and in the United States had successfully adopted connected health technologies (CHTs) to improve their performance. In order to compete against powerful multinational retail pharmacies, private pharmacists needed to analyze their business models and make any necessary alterations as soon as possible. Should they reinforce their current business models or try to innovate? Did they have the capabilities to develop CHTs and would these investments prove worthwhile?
In early June 2013, the executive director of Art Feeds, which provided therapeutic art and creative education to school children to help them achieve mental and emotional well-being, needed to make a recommendation to her board about whether to expand the current operations in Joplin, Missouri, to Moore, Oklahoma, after a devastating tornado in Moore. She needed to determine whether the organization had the resources required to expand successfully. If the executive director recommended expansion, she also needed to recommend the method that Art Feeds should use, i.e., disseminating the Art Feeds concept, using an affiliation model, or branching.
Indigenous competitor Xiaomi is changing the smartphone landscape in China and potentially the world through a cost-leadership focused strategy that relies on contract-manufacturing and savvy supply chain management. China is the world's largest smartphone market, a position attained in 2011. Since their founding 2010, Xiaomi was has become the world's third largest smartphone company based on units shipped--only global competitors Apple and Samsung ship more smartphones. Under the guidance of Lei Jun, CEO, Chairman and Founder, and a world-class executive team, Xiaomi started developing software and evolved into a mobile Internet and e-commerce company that contract-manufacturers smartphones and compatible devices designed to offer their customers--known as Mifans--a complete customer experience at a modest price. Xiaomi relies primarily on social media to sell their products and maintain an intimate, reciprocal relationship with their Mifans, a relationship that drives their continuous innovation efforts. This rich case explores Xiaomi's growth from its founding through its heralded smartphone success, to its earning the top spot--at U.S.$ 46 million--as the highest valued private company worldwide in 2015. This case documents the dynamics of Xiaomi's cost leadership strategy implementation including supply chain dynamics; e-marketing; Mifan relationship management; an emphasis on innovation and continuous improvement; and global expansion.
Hap Klopp founded The North Face, where he served as president and CEO for 20 years and built the largest and most successful retailer in its industry. In this Ivey Interview, he discusses lessons learned over his impressive career and warns against businesses looking to get rich overnight, because for every Silicon Valley success story there are countless failures and disappointments. The North Face is an example of disruptive technology, as it took materials developed for the Vietnam War and applied them to the camping industry. “If you’re not clearly differentiated, you are just another bottom player,” he says, “so the only tool you can use to beat competition is pricing. In other words, right out of the gate you’re sowing the seeds of destruction.” Klopp argues that start-ups work best when employees have a common vision and pay scheme, rather than disparate goals and compensation levels. Finally, he discusses the recent shift of power to consumers, predicts that domestic manufacturing will make a bigger comeback than expected, and says that whoever truly utilizes omni-channel marketing will meet great success.
In September 2014, the co-founder and director of Treks `n Rapids, a leading adventure sports tourism company in New Delhi, India, needs to re-evaluate the company strategy. The adventure sports tourism industry has tremendous potential for growth in India, largely due to the number of young professionals with disposable incomes and a desire for new experiences, and is witnessing increased demand from a variety of profitable customer segments, both domestic and foreign, corporate and individual. However, the industry suffers from various problems such as poor infrastructure, the country’s negative image in the minds of customers (especially with regard to safety and quality) and a string of natural disasters. Should the company focus on its currently profitable local corporate sector or diversify into other areas and other types of tourism?
Beatriz Cardoso, founder of Laboratório de Educação (Education Laboratory) had a dream to propel Brazilian education. However challenges in fundraising made it difficult to scale up her project, based on helping adults help children improve their literacy skills. To succeed in her goals, Cardoso had to build partnerships, raise funds, and expand the reach of Laboratório de Educação.