Subramanian Rangan

Professor of Strategy and Management
This case investigates how Philips became a globally integrated enterprise - how it “de-risked” its business and internationalized its supply chain (moving most production from Europe to Asia). The objective is to highlight the factors and analysis involved in “location cost economics.” (The case is developed around the leadership of INSEAD alumna and board member Barbara Kux.)

Published 27 Feb 2012

Reference 5859

Topic Strategy

Industry Electrical/Electronic Manufacturing Medical Devices

Region Asia

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The case documents the international development of the world's leading enterprise software maker SAP. It discusses the evolution of the firm from its German roots to international delivery to now global architecture and operations. The core dilemma is how to realize teamwork and innovation on a global basis to sustain profitable growth and advance the firm to the next level.

Published 17 Aug 2007

Reference 5390

Topic Strategy

Industry Computer Software

Region Global

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eBay is by most measures one of the most successful pure-play Internet companies. It has been very successful in creating the world’s largest person-to-person trading network. Its future growth is being driven by entry into foreign markets (in Europe and Asia) and evolutions in its business models (such as the launch of fixed pricing).

Published 01 Jan 2004

Reference 5149

Topic Strategy

Industry E-Commerce

Region Europe

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eBay is by most measures one of the most successful pure-play Internet companies. It has been very successful in creating the world’s largest person-to-person trading network. Its future growth is being driven by entry into foreign markets (in Europe and Asia) and evolutions in its business models (such as the launch of fixed pricing).

Published 01 Jan 2004

Reference 5144

Topic Strategy

Industry E-Commerce

Region Global

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eBay is by most measures one of the most successful pure-play Internet companies. It has been very successful in creating the world’s largest person-to-person trading network. Its future growth is being driven by entry into foreign markets (in Europe and Asia) and evolutions in its business models (such as the launch of fixed pricing).

Published 01 Jan 2004

Reference 5144

Topic Strategy

Industry E-Commerce

Region Global

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Case A, set in late 1999, describes the financial market's anxiety about the Internet eroding Reuters business. It describes the firm's history and competitive landscape.

Published 01 Dec 2001

Reference 4905

Topic Strategy

Region Global

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Case (B), set in eary 2000, describes Reuters' Internet strategy which includes a decision to expand from B2B to B2C. Case (A) is meant to facilitate a discussion on how an 'old economy' firm might transition to the 'new economy'. Case (B) is meant to facilitate a discussion on the assessment of strategies for Internet business.

Published 01 Dec 2001

Reference 4905

Topic Strategy

Region Global

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Case B, set in early 2000, describes Reuters’ Internet strategy which includes a decision to expand from B2B to B2C.

Published 01 Sep 2000

Reference 4905

Topic Strategy

Industry Financial Services Information Technology and Services

Region Global

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Case A, set in late 1999, describes the financial market’s anxiety about the Internet eroding Reuters business. It describes the firm’s history and competitive landscape.

Published 09 Jan 2000

Reference 4905

Topic Strategy

Industry Financial Services Information Technology and Services

Region Global

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GM, the world's largest enterprise, marks its 90th year in operation in 1998. The company lacks no resources or technologies. Indeed, it operates in an attractive industry with significant potential for innovation and growth. Yet, the company's market share, profitability, and share price are all under enormous pressure especially relative to key rivals. How can GM turn the situation around?

Published 01 Jan 1998

Reference 4781

Topic Strategy

Industry Automotive Transportation/Trucking/Railroad

Region North America

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Global Strategy & Management