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12 cases found.
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.
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Reference 6291
Published 21 Apr 2017
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.
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.
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Reference 6291
Published 24 Jul 2017
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.
Global Transfer of Best Practices
Carlos Camarero led Rank Xerox's Wave C initiative. Wave I (to improve revenues) was successful and Wave II (to redefine sales processes) was disappointing. Carlos prepared to discuss with Rank Xerox's Managing Director (Bernard Fournier) Wave I's success, Wave II's failure, and lessons learned about best-practice transfer.
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Reference 5138
Published 03 Jan 2004
Topic Strategy
Region Europe
Industry Computer Hardware
Global Transfer of Best Practices
Carlos Camarero led Rank Xerox's Wave C initiative. Wave I (to improve revenues) was successful and Wave II (to redefine sales processes) was disappointing. Carlos prepared to discuss with Rank Xerox's Managing Director (Bernard Fournier) Wave I's success, Wave II's failure, and lessons learned about best-practice transfer.
Case Writers: Christophe ANGOULVANT and Anne-Ev ENZMAN
The case describes the economics of the non-life insurance industry and the strategic issues that competitors are facing in 2001. Issues include overcapacity, deregulation, new entry and competition, consolidation, and declining industry profitability.
Case Writers: Christophe ANGOULVANT and Anne-Ev ENZMAN
The case describes the economics of the non-life insurance industry and the strategic issues that competitors are facing in 2001. Issues include overcapacity, deregulation, new entry and competition, consolidation, and declining industry profitability.
easyGroup is contemplating its entry into the cinema exhibition business in the UK through the launch of a no-frills cinema. The company believes that it can redeploy the capabilities, such as yield management, that led to the success of easyJet, its low cost airline business, into this new venture.
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Reference 5119
Published 06 Jan 2003
Topic Strategy
Region Europe
Industry Entertainment
easyGroup is contemplating its entry into the cinema exhibition business in the UK through the launch of a no-frills cinema. The company believes that it can redeploy the capabilities, such as yield management, that led to the success of easyJet, its low cost airline business, into this new venture.
This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.
This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
The Eureko Cases (A) (B) (C) examine an innovative alliance of European insurance companies created in response to the expected consolidation of the industry in an integrating Europe. By exploring the evolution of the Alliance it addresses the critical issues both alliances and organisations integrating across regional boundaries have to confront.
Mercedes-Benz and Swatch create a new company, MCC, to build a revolutionary car for cities: the Smart. They also have to invent a new form of organization in the process.
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Reference 4765
Published 01 Jan 1998
Topic Strategy
Region Europe
Industry Automotive, Electrical/Electronic Manufacturing, Transportation/Trucking/Railroad
Mercedes-Benz and Swatch create a new company, MCC, to build a revolutionary car for cities: the Smart. They also have to invent a new form of organization in the process.
This case considers the transition from Sir Colin Marshall, key architect of BAs spectacular restructuring and revitalisation (described in the case Becoming the Worlds Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Aylings challenge is to sustain BAs position of leadership in the airline industry.
This case considers the transition from Sir Colin Marshall, key architect of BAs spectacular restructuring and revitalisation (described in the case Becoming the Worlds Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Aylings challenge is to sustain BAs position of leadership in the airline industry.
The (A) case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger.
The (A) case describes the merger of SmithKline and Beecham in the context of the pharmaceutical industry in the late 1980s, and the firm's organisational change efforts in the five years after the merger.
Building on its existing strengths in the systems integration business, Andersen Consulting is aiming to create the business of "business integration", i.e. to help clients re-structure their companies through an integrated and coherent review of strategy, operations and information technology capabilities.
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Reference 3285
Published 01 Jan 1992
Topic Strategy
Region Europe
Industry Consulting
Building on its existing strengths in the systems integration business, Andersen Consulting is aiming to create the business of "business integration", i.e. to help clients re-structure their companies through an integrated and coherent review of strategy, operations and information technology capabilities.
International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.
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Reference 123
Published 01 Jan 1994
Topic Strategy
Region Europe
Industry Consumer Goods, Financial Services, International Trade and Development
International acquisitions have become an extremely important vehicle for growth for multinational companies. A key task for many MNC managers is the planning of such acquisitions and the integration of acquired companies in a manner that enhances the company's overall competitive advantage vis-à-vis other global, regional and national players.