This case explores InsurTech start-up Lemonade's disruptive new business model aimed at creating and delivering a 'shockingly great user experience' around a 'lovable brand' - in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry. It uses digital technologies to automate, accelerate and manage an impressive amount of work - with few employees - thereby reducings customer effort and , increasing customer satisfaction to achieve cost-effective service excellence. The effortless experience is aggressively priced and relies on a flexible subscription-based pricing model. Artificial intelligence (AI), data and machine learning are key in the race to achieving data parity with incumbents. The case culminates in Lemonade's filing for an initial public offering (IPO) and asks where growth should come from next: incremental improvements, further expansion across the United States, global expansion beyond Germany and the Netherlands, or from new types of property.

WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the 'gig' economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees. It caters to freelancers and multinationals alike, all members of the 'co-working' community, as well as an ecosystem of likeminded entrepreneurs. The case allows discussion of customer-centricity in a B2B service context, and of how companies optimize - digitalize - the customer experiences by leveraging data. WeWork relies on analytics and artificial intelligence (AI) to mine data from its global customer base for insights and deep learning that feed into next-gen office design and usage. Customers perform a job-to-be-done analysis using a means-end ladder to understand how WeWork creates an outstanding customer experience in a competitive, commoditized market. The case offers learning about service blueprinting and customer journey mapping when designing new services and/or improving existing ones. To deliver on its customer promise WeWork integrates the key building blocks of a superior business model, for example, alliances with strategic partners secure unique resources and distinctive competences, achieving cost-effective service excellence. Discussion culminates in future growth avenues following a corporate rebranding and reorganization into three business units under the umbrella "We" brand.

Many B2B companies seek to grow beyond traditional product lines by venturing into new services. Yet they often overlook the opportunity to capture sales from free services they provide. This article outlines the free-to-fee, or F2F, service transition. It shows how to inventory free services (categorizing them as profit drains, distributor delights, competitive weapons, or gold nuggets) and lays out a path for profitably generating revenues.

This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM - a global leader in life sciences and material sciences headquartered in the Netherlands. The case series, together with the video supplement, delves into the issues faced by the company's top leadership, including Adade, in its effort to transform a diversified industrial company into an organization with best-in-class marketing and sales capabilities. Case A begins by highlighting the culture and organizational structure of Royal DSM and the decision to raise the profile of headquarters-based corporate marketing, with the appointment of Adade in 2010. It discusses the marketing and sales excellence project launched by the new CMO during his first year at the helm and concludes by putting the spotlight on the resistance posed by the company's most powerful stakeholders: the business group leaders. Case B focuses on the implementation journey during the period 2011-2014. Adade and his team adopted a new plan of action and positioned the corporate marketing department as a partner that worked with the business groups to deliver projects with quantifiable results. Did the new strategy work? Case C provides an update on the replacement of Adade (announced in December 2014) and allows for a discussion on the challenges that lie ahead for the new CMO and the organization as a whole.

Supplement to case IMD780. This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM - a global leader in life sciences and material sciences headquartered in the Netherlands. The case series, together with the video supplement, delves into the issues faced by the company's top leadership, including Adade, in its effort to transform a diversified industrial company into an organization with best-in-class marketing and sales capabilities. Case B focuses on the implementation journey during the period 2011-2014. Adade and his team adopted a new plan of action and positioned the corporate marketing department as a partner that worked with the business groups to deliver projects with quantifiable results. Did the new strategy work?

Supplement to case IMD780. This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM - a global leader in life sciences and material sciences headquartered in the Netherlands. The case series, together with the video supplement, delves into the issues faced by the company's top leadership, including Adade, in its effort to transform a diversified industrial company into an organization with best-in-class marketing and sales capabilities. Case A begins by highlighting the culture and organizational structure of Royal DSM and the decision to raise the profile of headquarters-based corporate marketing, with the appointment of Adade in 2010. It discusses the marketing and sales excellence project launched by the new CMO during his first year at the helm and concludes by putting the spotlight on the resistance posed by the company's most powerful stakeholders: the business group leaders. Case B focuses on the implementation journey during the period 2011-2014. Adade and his team adopted a new plan of action and positioned the corporate marketing department as a partner that worked with the business groups to deliver projects with quantifiable results. Did the new strategy work? Case C provides an update on the replacement of Adade (announced in December 2014) and allows for a discussion on the challenges that lie ahead for the new CMO and the organization as a whole.

This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case A sets the scene by describing the problem of infant mortality, India's healthcare system and the unique challenges in serving what we refer to as low-resource business customers. It culminates with the realization that there is a tremendous market opportunity, which GE Healthcare decided to exploit. The case also provides an overview of the recent history of GE Healthcare India and its "low-cost, high-value" innovation strategy for developing countries. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development. Case C discusses how GE adopted fast commercial prototyping in order to diffuse its innovation in India and other emerging markets. Capturing value is the second and biggest hurdle.

Supplement to case IMD739. This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development.

Supplement to case IMD739. This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case A sets the scene by describing the problem of infant mortality, India's healthcare system and the unique challenges in serving what we refer to as low-resource business customers. It culminates with the realization that there is a tremendous market opportunity, which GE Healthcare decided to exploit. The case also provides an overview of the recent history of GE Healthcare India and its "low-cost, high-value" innovation strategy for developing countries. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development. Case C discusses how GE adopted fast commercial prototyping in order to diffuse its innovation in India and other emerging markets. Capturing value is the second and biggest hurdle.

Julien Levy, the case protagonist, is product manager at SOTARG France in charge of printers and related accessories. SOTARG is an international manufacturer of printers, print-related products and other electronic devices. He has been approached by a direct marketing firm offering its services in developing and implementing a sales promotion campaign to help boost SOTARG's end-of-year sales. The suggestion is to launch an in-store promotional campaign in 10 hypermarkets at a certain price per day per booth. Julien is interested, but has to evaluate how many new customers the campaign must generate in order to break even on the cost of the promotion or even be financially more interesting.

When products become commodities, manufacturing companies may seek to differentiate themselves with value-added services - a potentially profitable strategy. Unfortunately, companies often stumble in the effort. Reinartz and Ulaga conducted in-depth studies of 18 leading companies in a broad variety of product markets to learn what distinguished the successes from the rest. They discovered four steps to developing a profitable services capability. Recognize that you already have a service company. You can identify and charge for simple services - as Merck did when it stopped quietly absorbing shipping costs. Switching services from free to fee clarifies their value for managers as well as for customers. Industrialize the back office. To prevent delivery costs from eating up service-offering margins, build flexible service platforms, closely monitor process costs, and exploit new technologies that enable process innovations. The Swedish bearings manufacturer SKF provided off-site access to an online monitoring tool that could warn of potential failure in customers' machines. Create a service-savvy sales force.Services require longer sales cycles and, often, decisions from high up in a customer's hierarchy; what's more, product salespeople may be inimical to change. Schneider-Electric did a major overhaul of its sales organization and trained its people to switch from cost-plus pricing to value-based pricing. Focus on customers' processes and the opportunities they afford for new service offerings. You may need to acquire new capabilities to take advantage of those opportunities: The industrial coatings specialist PPG had to learn how painting robots function after it offered to take over Fiat's Torino paint shop. Services can both lock in customers and help acquire new accounts. They should be developed with care and attention.