個案總覽

This case describes how Robert Fadel, as CEO and chairman of ABC, one of Lebanon's leading retail and real estate groups, professionalized the family business amid ongoing disputes with his siblings. Robert was the second son of Maurice Fadel, who had founded the business years before and who ran it single-handedly. Growing up with three brothers, Robert and his siblings were tested by their father before they were allowed to take on managerial positions at ABC, which created competition and tension between them. Their relationship was often contentious. To prevent the business from being affected by the rivalry between his sons after his death, Maurice set up a trust in 2002 that designated Robert as his successor. A month before he died, in 2009, Maurice revised the trust, granting Robert full control of the board as well. In June 2009, Maurice passed away, and according to the provisions of the trust, Robert became the chairman and CEO of ABC for a period of five years, with the possibility of extending his term by an additional three years-on condition that he had the support of one of his brothers. In his new role, Robert had two main goals. First, he wanted to turn ABC into a professionally managed organization at all levels. Second, he wanted to invest in long-term projects that would expand the business. Actualizing his vision was not an easy task. Robert had to deal with his brothers' opposition, who focused on collecting dividends rather than making investments to grow the business. In spite of everything, Robert achieved both his goals by the end of his eighth year, in 2017, when he stepped down as ABC's CEO. Should he appoint someone from outside the Fadel family as ABC's new CEO? Should Robert Fadel step down from the chairmanship as well?

Işıl Akdemir Evlioğlu, executive vice president of marketing at Garanti Payment Systems (GPS), a subsidiary of Garanti Bank, is grappling with three questions. First, should GPS create its own mobile app for credit card customers or leverage the bank's already successful mobile banking app? Second, if a separate app was developed, then who should manage it? GPS managed the bank's credit card business and was as a separate entity, but the bank's digital assets were managed exclusively by the bank. Third, if a separate app was not developed, then would the required breadth and depth of functionality for the credit card customers be delivered? If a separate app was not developed, then would GPS be able to design one when they had never done so before? The credit card business included a popular loyalty program and GPS leadership was very focused on customer engagement and experience for program enrollees, but how best to do that was a critical question.

The case opens with three questions that Işıl Akdemir Evlioğlu, the executive vice president of marketing at Garanti Payment Systems (GPS), a subsidiary of Garanti Bank, is grappling with in January 2015. First, should GPS, create its own mobile app instead of capitalizing on the Bank's successful banking mobile app? Second, if a separate app was developed, then who should manage it? GPS managed the Bank's credit card business and was as a separate entity. But, the Bank's digital assets were managed exclusively by the Bank. Third, if a separate app was not developed, then how did the breadth and depth of functionality for the credit card customers need to be resolved? GPS employed nontraditional marketing techniques for managing the credit card business of the Bank. It was more of a loyalty program than a pure credit card business and had high focus on customer engagement and experience. GPS generated revenues from its customers (consumers and merchants) by managing installments and other features of credit cards. However, in 2013 and 2014, the banking watchdog of Turkey instituted a series of regulations on credit card providers to curb the prevailing consumer indebtedness in the country. As was the case for all Turkish retail banks and credit card businesses, GPS's profitability was hit severely. Evlioğlu immediately shifted her focus to the idea of transferring GPS's campaign management to a mobile app and driving down costs. But, how best to do that was a critical question.

This case describes Ekol, an intermodal transportation and logistics company, and how it manages capacity planning. Its busiest routes linked motor vehicle assemblers in Germany and Turkey with many of their parts suppliers, but it had also developed key links in fast-fashion supply chains. It used combinations of land, short-sea, and rail routes to provide different levels of service. The challenge was maximizing utilization of its trucks and trailers, especially on key bottleneck links, in the face of unbalanced traffic. To address the issue Ekol developed a consolidation center in Turkey and a cross-dock deconsolidation center in Germany, its largest market. As Chairman Ahmet Musul and his team looked at ways to squeeze out more capacity, they reconsidered their planning model and whether they should build more consolidation/deconsolidation centers to optimize costs and wring out more efficiency in its operations.

Spreadsheet supplement for case 618712.

Following the announcement of the merger of the Turkish Economic Bank (TEB) and Fortis Bank AS, Varol Civil, TEB's CEO, is faced with the task of executing the merger of these two entities. First, all parties must agree to the economic terms of this merger; a process that is challenging due to the complex ownership structures of these banks. Second, Civil and his team must find a way to combine the operations of the banks. With meaningful overlap between the two franchises the potential for cost savings and synergies is significant. However, the risks involved are also significant.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

The case opens in November 2015, after the Turkish military's shooting down of a Russian military airplane over the Turkish-Syrian border. The incident threatened to undermine the countries' political and economic ties, and starting from late 2015, the dialogue between Ankara and Moscow was suspended for several months. The case explores the initial steps toward rapprochement in June 2016. The central dilemma is this: whether in light of the existing uncertainties companies operating in both countries can resume their investments and commercial activities, or should decisions be put on hold? What is the best strategy during such turbulent times? Can companies bet that a reunion would last?

This case tracks Jerome Chouchan's strategies and execution for a successful turn around of Godiva Japan's operations which was experiencing a decline in sales when he became the managing director of the company in 2010. Through various initiatives and innovations, Godiva Japan had targeted a variety of demographic segments in different sales points, acquired new customers and created a moment of luxurious consumption for all ages. Accordingly, within Godiva's global enterprise, Godiva Japan had become number two in terms of worldwide sales and number one in terms of profits. It exported made-in Japan products and concepts to Godiva's other markets. How could Chouchan keep the momentum and sustain Godiva Japan's top-line and bottom-line growth going forward? Would he be able to keep the balance between aspirational and accessible? How much of the success in Japan might contribute to the growth of Godiva's global sales?

This case is about a global catering, restaurant, and hospitality company, DO & CO, growing geographically with its existing businesses while also adding new brands to its portfolio. The company had $1 billion in revenues in 2015 from its three divisions: airline catering; international event catering; and restaurants, lounges, hotels, and retail. DO & CO had limitless opportunities to grow along three dimensions. It had operations in only 10 countries, while its competitors in airline catering were active in up to 50 countries. Thus, geographic expansion was one of the key growth options. DO & CO could also offer more to its existing clients in existing markets, providing vertical growth opportunities. It could also pursue an added-value approach by bringing new formats to existing markets. The last avenue of growth was more opportunistic and came from acquiring new brands in existing or new markets. However, the company had a policy of promoting from within, particularly with its chefs, and it took time to develop the necessary talent. Now DO & CO faced a decision: What type of growth should it pursue, and at what pace?

During Timucin Guler's decade at OPET, a prominent fuel distributor in Turkey, he transformed the definition of marketing in the company. Under Guler's lead, OPET, once a local player in the downstream distribution market, became the second largest fuel distributor in Turkey. As assistant general manager, Guler had paved the way for customer-oriented marketing, which helped OPET differentiate itself in the market and become fiercely competitive. However, starting from 2009, changing regulations in Turkey's highly regulated oil and gas industry limited OPET's marketing tools, forcing Guler to revisit his marketing strategy. He was concerned that more restrictions were on the way and that these could possibly affect OPET's loyalty program, in which the company had invested heavily. How should Guler go about revising OPET's marketing strategy so as to keep up with and possibly foresee further regulatory changes, while trying to stay ahead of the competition? What would be the best way for Guler to optimize the company's investment in its customer loyalty program?

Starting in 1997, Mohammad Alabbar, Chairman of Emaar, has been largely associated with Dubai's most renowned real estate projects: the world's tallest building, largest mall and biggest fountain show. Emaar's pioneering success attracted a large number of private sector entrepreneurs as well as the Government of Dubai to follow in its footsteps. Consequently, land at prime locations in Dubai was not as readily available as it used to be. Emaar tried to venture outside of Dubai, but later faced challenges in choosing the right partners and maintaining control over management. Being 'stuck' between an overcrowded competitive landscape in Dubai and challenging conditions abroad, Alabbar wondered how he could maintain his company's growth while staying prepared for any upcoming financial downturn.

Because of the deepening Greek crisis, in October 2015, National Bank of Greece (NBG) was required to sell one of its most valuable assets, Finansbank, the eight largest Turkish bank. There were three potential buyers: Garanti Bank. Turkey's second largest private bank, which was owned by the Spanish bank BBVA; Qatar National Bank, with a strong footprint in in the Middle East; and a private equity consortium led by Finansbank's previous owner and founder, Husnu Ozyegin. Each of these potential buyers had different motivations for the purchase. NBG's motivations were to obtain the highest price and to close the deal as quickly as possible. The identity of the winning bidder would be critically important to the to the future of Finansbank and its employees. Who is likely to the bidding and will the winner be best for Finansbank's future?

After 16 years in management consulting, Barış Karakullukçu left to become the CEO of Mudo in 2012, one of the best-known names in Turkey's retail industry. She was tasked with leading Mudo's transition from a family business to a more institutionalized, corporate structure and ensuring a smooth handover of the company from the first to the second-generation owner. As CEO, she makes a series of difficult decisions to transform the company. She develops a new performance management system, reengineers most of the operations, and replaces 80% of the management team including several C-level executives. Two years later, the impact on operations is positive, however the company's profitability continues to struggle. Karakullukçu must decide how best to move forward. While the founder seeks rapid and opportunistic growth, Karakullukçu believes that the company should stabilize its cost structure and limit expansion plans.

In 2013, Pinar Abay was appointed as the CEO of ING Bank Turkey. At 34, she was the youngest bank CEO in Turkey's history. Her appointment raised eyebrows because of her youth and because her career at McKinsey had given her no day-to-day bank management experience. ING, however, wanted a younger leader who could relate to Turkey's young and digitally savvy population. Upon her appointment, Abay determined that major changes were required in operations, personnel and culture. She adopted a variety of innovative approaches to making these changes, ranging from non-traditional hires to sitting for hours in call centers to personally answering customer complaints on Twitter. As Turkey's 12th largest bank, however, ING Turkey lacked scale, so Abay and her team considered a number of non-traditional ways to organize distribution and market the bank to promote growth.

This case tracks Turkish Airlines' transition from regional player to global powerhouse. With an order for 212 aircraft in the first half of 2013, the airline had moved to double its size and become one of the industry's top-ten players. Growing its fleet would allow Turkish Airlines to fly many more destinations, boost revenues, increase aircraft utilization, and achieve higher cost efficiency. But it would also increase the already intense competition with European giants like Lufthansa, Air France, British Airways, and the fast-growth Gulf airlines Emirates, Etihad, and Qatar Airways. Critical questions faced CEO Temel Kotil and his team: How would Turkish Airlines keep growing without jeopardizing profitability? How would it manage the operational complexities and other external factors? Recruit the best people? Continue to differentiate itself in a fiercely competitive industry?

This case discusses the digitalization strategies of a leading bank in Turkey, Akbank, and how to position its digital banking products going forward. The Turkish banking industry was undergoing a transformation prompted by the demands of the country's digitally savvy, young population, and by new regulations on consumer banking that threatened banks' profitability. Akbank had a legacy as the best financial services company in Turkey, but bank leadership knew it needed to innovate to maintain that reputation in the digital era. The bank's chairman, CEO, and EVP of digital banking unit were evaluating their options. Should they have a separate P&L for the digital banking unit? Should they create a separate brand for digital banking? How should they structure digital banking so Akbank would remain profitable while achieving the vision for innovation and growth laid out by the bank's chairman?