In this LiveCase, learners join a strategy task force at global bevco Zing, a company facing a pivotal moment. The board has asked the team to define a bold, long-term strategy that balances commercial growth with societal progress.

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.)

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.

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).

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).

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).

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.

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.

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

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.