This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
The case discusses Yahoo!'s marketing services and various types of advertising. The main focus is on search engine advertising, one of the most important revenue sources for Yahoo. The market, Yahoo's pricing strategies and challenges are described.
This is a teaching case designed to illustrate the challenges facing a senior executive, in this case a CEO (Director-General), as he/she takes over a new role in a new organization. The BBC has major internal challenges around organization and culture, in addition to significant external market challenges as the media industry moves from analogue to digital technologies. The case is set on the day of Greg Dyke´s first speech to staff when he needs to set the agenda for his time as Director-General. Key discussion points are expected to be around: the priorities he sets for tackling the issues that face him, how he communicates his leadership style and the approaches for tackling an unhappy organization.
This case describes the development of an ecological brand in a large Swedish supermarket chain. The experience of änglamark has been unique and successful, but fierce price rivalry, change in consumer preferences and strategic alliances among Scandinavian cooperatives are jeopardizing the future of the brand.
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods). Tradeoffs in inventory management and customer response time are explored in the context of a firm that is changing from a push manufacturing to a customer-oriented pull system. Optional computer simulations (B case) visually display the dynamics of push and pull systems, kanban squares, and their effect on inventory requirements and customer response times. The simulations require the ProModel simulation software tool (not included, to be purchased separately) and computer simulation model files (available from the authors' website: http://faculty.insead.edu/stephen-chick/simulations).
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods). Tradeoffs in inventory management and customer response time are explored in the context of a firm that is changing from a push manufacturing to a customer-oriented pull system. Optional computer simulations (B case) visually display the dynamics of push and pull systems, kanban squares, and their effect on inventory requirements and customer response times. The simulations require the ProModel simulation software tool (not included, to be purchased separately) and computer simulation model files (available from the authors' website: http://faculty.insead.edu/stephen-chick/simulations).
This case describes the partial transformation of the French social security system, and provides a basis for discussion of reform processes in complex organisations. The case raises questions about institutional lethargy, the sources of reform (are they demographic, economic, sociological, ideational?), and suggests conditions required to lock in reform.
Examines when it is profitable for a company to position part or all of its activity set across national borders and how a cross-border business is successfully designed and managed.
The leadership of Minera Las Piedras (MLP) of Chile, a privately held Chilean copper mining company, had an unusual problem in January 2005: the company had too much money. The company had earned $500 million more than expected in 2004, and as a result was now exploring its alternative uses for the funds. Although all agreed it was a nice problem, it still presented leadership with a rather complex set of choices of how and where to invest or distribute these new-found riches
Infosys Technologies Ltd. provides a full range of IT and consulting services. One of Infosys' major customers is Prairie Four Square Insurance (PFS). PFS maintains extensive and mission critical IT systems across the United States. Relentless pressure from Wall Street to cut costs dramatically prompted the PFS senior management to outsource offshore portions of its IT maintenance activities. A PFS "white paper" had indicated that the purchasing department was one area where IT could make significant contributions in lowering operating costs. PFS managers decided to forego their traditional "best of breed" approach to outsourcing in favor of a pilot test of single sourcing. Thus, PFS managers bundled all activities related to procurement process re-engineering, vendor selection, Ariba software customization, system installation and maintenance into a single project. PFS managers narrowed candidates for the project down to two consulting firms (i.e. Excalibur and Merrimac) plus Infosys. A win for Infosys would enable it to not only grow its share of PFS business but also expand the scope of its market offerings. Successful completion of the project, in turn, would increase the likelihood that PFS would turn to Infosys for other end-to-end IT solutions.
Chronicles a day in the life of a Royal Corp. salesperson, Mary Jones, part of the Royal Reproduction Center (RRC) division. The RRC division specializes in high-quality turnaround copying and printing services. Division salespeople are responsible for selling copying/printing services, the Royal 750 color copier, and the Corporate Copy Center (CCC) concept, which involves equipping a client company with a staff and copiers to operate an on-premise reproduction operation. Focuses on Jones' difficulty in selling the CCC concept. Presents the daily sales activities of a business-to-business salesperson and the buyer behavior process of two different types of services (CCC and printing) and a product (color copier). Also reveals the difficulty of selling a new concept, typical problems that salespeople encounter, and the importance of understanding buyer behavior and the purchase process of a new product.
Lenta is a cash and carry retail business located in St. Petersburg, Russia. At the time of the case, it was operating nine stores and generating over $500 million in gross sales. The case is set at the end of 2005, after a very successful year. Lenta's founder and CEO, Oleg Zherebtsov, is faced with a dilemma: Where does he take Lenta from here?
Andres Galindo is a young Colombian from an upper-middle class family in Bogota. With his brother Carlos serving as the sole importer in the country for the top American brand Electra Sportswear, Andres sets out to create a chain of retail stores located in high-end shopping districts. Understanding that his legally imported goods were at a dramatic cost disadvantage to openly marketed illegally imported brands and counterfeit labels (due to a 40% to 120% tariff), Andres decided to approach the problem as a retailing and marketing challenge by adding value through the retail sales process. By 2005, Andres has 14 stores and a new challenge: Electra has decided to cut out the middle man--Carlos--and have Andres import the product directly. This ought to lower margins, but it's a big step. Most important, though, is crafting a growth strategy for his company in the face of unfair competition and a relatively small target population.
A manager may have a great idea but the only thing that will really matter is great execution. Here's sound advice for making the execution as brilliant as the idea.
Scrutiny of governance practices has highlighted the benefits that a company can - and needs to - enjoy from a harmonious relationship between these two officers.
What started out as a search for a new model for funding research turned into a new model for developing strategy, and not just for health-care organizations.
Many managers are dumbfounded when their great, new product proves to be a dud. Too often, these managers have made one of the ten product mistakes this author describes.