- Your selection
- Clear all
- Award winning x
- English x
- Popular x
- With Extra x
20 case(s) found.
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.
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.
This award-winning case explores the challenges facing Susan Lloyd-Hurwitz, the CEO of Mirvac, an Australian property group, as she leads a major initiative to ‘mainstream’ flexible work arrangements across the organization.
Reference 6527
Published 24 Feb 2020
Length 14 page(s)
Region Other Regions
Industry Real Estate, Construction
This award-winning case explores the challenges facing Susan Lloyd-Hurwitz, the CEO of Mirvac, an Australian property group, as she leads a major initiative to ‘mainstream’ flexible work arrangements across the organization.
The case describes how the Italian multinational Enel Group, one of the largest power utilities companies in the world, embraced the transformation of the energy sector, combining open innovation with sustainability – or what the company calls “Innovability”).
Reference 6510
Published 12 Nov 2019
Length 30 page(s)
Topic Responsibility
Region Europe
Industry Utilities, Oil & Energy, Renewables & Environment
The case describes how the Italian multinational Enel Group, one of the largest power utilities companies in the world, embraced the transformation of the energy sector, combining open innovation with sustainability – or what the company calls “Innovability”).
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
Reference 6446
Published 25 Mar 2019
Length 16 page(s)
Topic Marketing
Region Global
Industry Oil & Energy
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
At the BMW Group, Gregor Gimmy, a serial entrepreneur and former consultant, introduces the Venture Client (VCL) model to engage with start-ups and boost corporate innovation. The case discusses its initial success at BMW and the rationale that drove Gimmy to establish a new model of external corporate venturing (ECV).
Reference 6439
Published 02 May 2019
Length 20 page(s)
Topic Strategy
Region Europe
Industry Automotive
At the BMW Group, Gregor Gimmy, a serial entrepreneur and former consultant, introduces the Venture Client (VCL) model to engage with start-ups and boost corporate innovation. The case discusses its initial success at BMW and the rationale that drove Gimmy to establish a new model of external corporate venturing (ECV).
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key.
Reference 6399
Published 28 Jun 2019
Length 13 page(s)
Topic Marketing
Region Global
Industry Food and Beverages Production
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key.
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
Reference 6320
Published 28 Aug 2017
Length 19 page(s)
Topic Responsibility
Region Asia
Industry Venture Capital, Private Equity, Financial Services
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel.
Reference 6291
Published 21 Apr 2017
Length 19 page(s)
Topic Strategy
Region Europe
Industry Consumer Goods, Luxury Goods and Jewelry
The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel.
Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.
Reference 6241
Published 26 Aug 2016
Length 23 page(s)
Topic Marketing
Region Global
Industry Leisure, Travel and Tourism
Read a related Knowledge article "Lessons in Digital Transformation from the Hotel Industry" by David Dubois.
This case explores the changes wrought by the “sharing economy”, examining the innovations and controversies surrounding the online ride-hailing service Uber. It provides a unique overview of the challenges posed by new business models like Uber’s, which use the internet to link individual providers of goods and services to customers.
Reference 6209
Published 29 May 2017
Length 20 page(s)
Topic Responsibility
Region Global
Industry Transportation/Trucking/Railroad
This case explores the changes wrought by the “sharing economy”, examining the innovations and controversies surrounding the online ride-hailing service Uber. It provides a unique overview of the challenges posed by new business models like Uber’s, which use the internet to link individual providers of goods and services to customers.
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
Reference 6192
Published 24 Mar 2016
Length 39 page(s)
Topic Marketing
Region Asia
Industry Apparel and Fashion
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
The case focuses on an innovative social media strategy by L'Oréal Paris to "listen" to consumers, then develop a product to meet consumer needs and market it. First, the company partnered with Google to track emerging styles and determine which (if any) would endure. Then it leveraged social media when deciding how to position, name and launch the product.
Reference 6060
Published 23 Jun 2014
Length 12 page(s)
Topic Marketing
Region Global
Industry Apparel and Fashion
The case focuses on an innovative social media strategy by L'Oréal Paris to "listen" to consumers, then develop a product to meet consumer needs and market it. First, the company partnered with Google to track emerging styles and determine which (if any) would endure. Then it leveraged social media when deciding how to position, name and launch the product.
