個案總覽

A formerly state-owned Dutch energy utility transforms itself to compete in a dergulated environment.

Supplement to 9B20M174.

Supplement to 9B20M174.

Supplement to 9B20M174.

Supplement to 9B20M174.

Supplement to case W20831

Supplement to case W20831

Supplement to case W20831

Supplement to case W20831

Supplement to case W20831

This case provides students with a rare opportunity to understand the relationship between brand positioning design and delivery. While strategic challenges are often attractive to students, this case helps reinforce the importance and difficulty associated with implementing strategy effectively. In the A case (UVA-M-1004), students had to integrate consumer, competitor, company, and brand image data to arrive at a desired brand positioning. In this case, students must take their desired positioning strategy and activate it by redesigning the campus presentation provided to prospective employees. To do this, they will have to identify the strongest, most compelling way to use P&G's distinguishing attribute information to communicate the brand strategy through a PowerPoint presentation.

The case opens in August 2020 as Ozgur Tort and Mustafa Bartin, CEO and chief large-format and online retail officer of Migros Ticaret A.S. (Migros), Turkey's oldest and one of its largest supermarket chains, are navigating Migros through COVID-19 and the unprecedented surge in demand in online groceries. Between the first official case in Turkey in March and August, customers have flocked to online shopping and Migros' teams have been busy trying to solve the picking, fulfillment, and logistics bottlenecks. In the six months, the company recruited and trained new pickers, expanded its delivery fleet, and converted less busy stores into dark stores. Quick to react, Migros was able to add new customers to its base and was proud of its accomplishments. Now, unable to forecast how much of the surge in demand for online was here to stay, how should Migros plan for the future of Sanal Market and Hemen? Was there anything the company could do to sustain the number of hybrid shoppers it acquired during the past few months?

Supplement for product 9B20C031.

In 2015, Mauricio Macri became President of Argentina and declared solving the energy crisis one of his top priorities. When Macri attempted to raise utility tariffs, however, he faced loud protests from citizens. In search of solutions to growing shortages, the government seized on Argentina's still largely untapped, but potentially vast renewable energy sector and created an ambitious program called RenovAr (renew in Spanish). By 2016, the country's share of renewable energy stood at less than 2 percent of the power mix. RenovAr's goal was to raise that percentage to 20 percent by 2025. An ambitious plan for an economy still reeling from the 2001 default. This case describes the business friendly Macri administration's strategy to attract private investment in the nascent renewable energy sector, under challenging macroeconomic conditions. The case package includes a sequel that describes the events between 2018 and 2020, when Argentina faced a crippling economic downturn and Macri lost to the Peronist duo, Alberto Fernandez and Vice President Fernandez de Kirchner. The sequel catches the reader up on the state of the RenovAr program during a period of intense economic tumult and political change.

In the midst of 2020, as the coronavirus pandemic was unfolding, OpenIDEO - an online open innovation platform focused on design-driven solutions to social issues - rapidly launched a new challenge to improve access to health information, empower communities to stay safe during the COVID-19 crisis, and inspire global leaders to communicate effectively. OpenIDEO was particularly suited to challenges which required cross-system or sector-wide collaboration due to its focus on social impact and ecosystem design, but its leadership pondered how they could continue to improve virtual collaboration and to share their insights from nearly a decade of running online challenges. Conceived as an exercise of disruptive digital innovation, OpenIDEO successfully created a strong open innovation community, but how could they sustain - or even improve - their support to community members and increase the social impact of their online challenges in the coming years?

This case study, a companion case to "Ampersand Bookstore and Café (A): Surviving the Bookstore Apocalypse" (HBP Product ID: ST90), extends the main case (A) by taking the Ampersand story further. While the main case focused mainly on how Ampersand had previously succeeded, this companion case examines how the protagonist might continue to grow and expand the business. Thus, it is suggested to be taught as an extension to the main case (A).

This case describes the experiences of Michael Sanders-the Chief Executive of the What Works Center for Children's Social Care-as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the national level. In the course of discussing the case, students are asked to consider the challenges of improving wellbeing for social workers and to debate the merits and challenges associated with the proposed experiments. The solutions and ideas shared by students illustrate various behavioral science techniques aimed at improving employee well-being by leveraging non-cash rewards and recognition, especially within the context of a financially constrained organization.

After articulating its ambitious growth plans, mobile services provider Mahindra Comviva, active in over 90 countries, is thinking about how to titrate and re-plan its growth strategy given the coronavirus pandemic. Its India headquarters considers its people costs, financial investments in acquisitions, and its uncertain future as India continues to remain under lockdown and more people are working from home at Comviva than ever previously in its history.