In January 2019, the chief executive officer (CEO) of the French air transport group Air France–KLM SA (Air France–KLM) was tasked with developing the firm’s vision for the upcoming meeting of the board of directors. Faced with several challenges, such as low profitability, falling prices, and increasing competition, Air France–KLM had gone from leading the European market in 2004 to fourth position in 2019. At the same time, the European air transport industry had been affected by the rise of local low-cost airlines and the entry of high-end airlines from emerging economies. In response, Air France–KLM had created several businesses to challenge the new competition, but it had yet to improve performance. In this changing competitive context, what strategy should the CEO propose?
In January 2019, the chief executive officer (CEO) of the French air transport group Air France-KLM SA (Air France-KLM) was tasked with developing the firm's vision for the upcoming meeting of the board of directors. Faced with several challenges, such as low profitability, falling prices, and increasing competition, Air France-KLM had gone from leading the European market in 2004 to fourth position in 2019. At the same time, the European air transport industry had been affected by the rise of local low-cost airlines and the entry of high-end airlines from emerging economies. In response, Air France-KLM had created several businesses to challenge the new competition, but it had yet to improve performance. In this changing competitive context, what strategy should the CEO propose?
In 2019, Michael Whan, commissioner of the Ladies Professional Golf Association (LPGA), a non-profit organization that ran the world's most prestigious women's golf circuit, was preparing for the tour's 70th anniversary. Throughout its history, the LPGA had broken many social barriers, from the inclusion of African American players in the 1960s to the acceptance of transgender players in 2010. It had also reached important economic and athletic milestones. For example, the LPGA had the largest purses of any women's sports association, a wide range of international sponsors, tournaments broadcast in over 170 countries, and the highest concentration of international professional women golf stars. These achievements were due largely to the internationalization process launched in the late 1990s that had helped transform the LPGA from a U.S.-based to an international tour. But the internationalization of the LPGA had come with challenges.
In September 2017, Uber Technologies Inc. hired a new chief executive officer with instructions to prepare the company for an initial public offering and repair its internal culture and reputation. By the end of 2019, however, the company’s past wrongdoings were continuing to haunt the organization. The new leader had to deal with ongoing legal issues related to driver classification and a new ruling in the US state of California that would require drivers to be paid minimum wage and receive sick days and health benefits. The company also faced accusations by a former manager who claimed that employees had engaged in questionable tactics to steal trade secrets. The public learned that the company had paid US$100,000 to hackers to conceal a November 2016 data breach, which exposed the personal information of 57 million riders and drivers. In July 2019, Uber Technologies Inc. came under investigation by the US Equal Employment Opportunity Commission over accusations of gender discrimination. Later that year, its licence to operate in London, UK was revoked. Almost 18 months into the new leader’s tenure, the path to repairing the company’s character reputation and struggling market value was still not clear.
In September 2017, Uber Technologies Inc. hired a new chief executive officer with instructions to prepare the company for an initial public offering and repair its internal culture and reputation. By the end of 2019, however, the company's past wrongdoings were continuing to haunt the organization. The new leader had to deal with ongoing legal issues related to driver classification and a new ruling in the US state of California that would require drivers to be paid minimum wage and receive sick days and health benefits. The company also faced accusations by a former manager who claimed that employees had engaged in questionable tactics to steal trade secrets. The public learned that the company had paid US$100,000 to hackers to conceal a November 2016 data breach, which exposed the personal information of 57 million riders and drivers. In July 2019, Uber Technologies Inc. came under investigation by the US Equal Employment Opportunity Commission over accusations of gender discrimination. Later that year, its license to operate in London, UK was revoked. Almost 18 months into the new leader's tenure, the path to repairing the company's character reputation and struggling market value was still not clear.
In May 2018, Philippe Boisclair, business owner and president of McGill St Laurent (MSL), sought to grow the firm and increase annual profitability by CA$35 million by 2020. MSL was a medium-sized commodities trading firm with interests in wood, grain, and energy. Founded in 2009 by two business school graduates and veterans of the lumber industry, MSL had enjoyed significant growth. The company had not only expanded into grain and energy trading but had also diversified its wood business to encompass architectural design and manufacturing as well as industrial lumber products. Boisclair, a serial entrepreneur, had to decide on a corporate growth strategy, which he had to present at the upcoming advisory board meeting.
In May 2018, Philippe Boisclair, business owner and president of McGill St Laurent (MSL), sought to grow the firm and increase annual profitability by CA$35 million by 2020. MSL was a medium-sized commodities trading firm with interests in wood, grain, and energy. Founded in 2009 by two business school graduates and veterans of the lumber industry, MSL had enjoyed significant growth. The company had not only expanded into grain and energy trading but had also diversified its wood business to encompass architectural design and manufacturing as well as industrial lumber products. Boisclair, a serial entrepreneur, had to decide on a corporate growth strategy, which he had to present at the upcoming advisory board meeting.
In September 2018, Marisol Labrecque, president of Technologies Ecofixe Inc. (Technologies Ecofixe), was heading to Ain Taoujdate, Morocco, in order to supervise the installation of the company’s second ECOFIXE system in Africa. Technologies Ecofixe was a small, socially responsible Québécois company that had developed and commercialized a cost-effective system for the treatment of wastewaters in aerated ponds. With her eye on Africa’s ever-expanding market, Labrecque considered entering the French-speaking countries of Senegal, Ivory Coast, and Burkina Faso. However, given her limited resources, Labrecque knew that she would have to choose. Which country should Technologies Ecofixe enter next?
The minister of Haiti’s Department of Energy Security needed to prepare a presentation for the country’s prime minister that proposed a solution for transforming Haiti’s energy infrastructure. Haiti wanted to attract foreign direct investment that would spur socio-economic reform; however, the opportunities depended on a solid energy infrastructure providing reliable electricity to businesses, which Haiti did not have. Also, the residents of Haiti were in dire need of a low-cost, reliable energy solution that would allow them to move away from biomass and petroleum products, which were expensive and bad for the environment. How should the minister structure his proposal? What criteria would be required to support a strategy that considered the energy value chain, types of public-private partnerships, and need for socio-economic reform?
The minister of Haiti's Department of Energy Security needed to prepare a presentation for the country's prime minister that proposed a solution for transforming Haiti's energy infrastructure. Haiti wanted to attract foreign direct investment that would spur socio-economic reform; however, the opportunities depended on a solid energy infrastructure providing reliable electricity to businesses, which Haiti did not have. Also, the residents of Haiti were in dire need of a low-cost, reliable energy solution that would allow them to move away from biomass and petroleum products, which were expensive and bad for the environment. How should the minister structure his proposal? What criteria would be required to support a strategy that considered the energy value chain, types of public-private partnerships, and need for socio-economic reform?
Bell, Nortel and Chapleau, Ontario, set out to transform the community of Chapleau through the deployment of technology and business solutions. Together they deploy a wireless broadband network in town, providing mobile internet access to the 2800 residents and town visitors. They also worked with the town's five schools, hospital and local businesses to identify and deploy business solutions. The hospital is given an indoor wireless network, an upgraded telephone system and additional computers. The schools are given laptops, wireless access, multimedia equipment, and teacher training. The community itself, in addition to the free wireless broadband service, is provided with a community portal, computer training and free access to a myriad of technologies. The local community centre is set up with multimedia equipment. University researchers are brought in to study the impact of the technology on the community, small businesses, health and education. A diabetes healthcare trial is launched. Employment is provided to 5 local residents. Over the course of two years, millions of dollars are spent and much is learned, by not only Bell and Nortel but also the community itself, government (federal, provincial, municipal) and others. Bell and Nortel create lasting relationships with community members. A degree of interdependence is established. Almost two years later, the project is nearing its end. The Chapleau Town Council voices their concern about what will remain in the community. They request sustainability solutions for the investments made by the project team. The steering committee must determine the needs and saliency of the project stakeholders and propose a sustainable solution.