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8 cases found.
The case describes how three INSEAD alumni founded a fintech company called Prodigy Finance and created a new market of international student loans by solving a long unaddressed problem in the finance industry.
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Reference 6523
Published 12 Nov 2019
Topic Strategy
Region Global
Industry Financial Services
The case describes how three INSEAD alumni founded a fintech company called Prodigy Finance and created a new market of international student loans by solving a long unaddressed problem in the finance industry.
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
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Reference 6174
Published 25 Jan 2016
Topic Strategy
Region Global
Industry Automotive, Transportation/Trucking/Railroad
The Tesla case provides multiple opportunities to discuss core strategy and innovation topics, such as:
• Patterns of innovation, e.g., new technologies competing to replace older generations
• Types of disruption, e.g., low-end versus high-end
• The innovation ecosystem, e.g., thinking beyond a single technology to the interdependence of an ecosystem of supporting technologies
• Systems strategy
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
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Reference 5912
Published 23 Jun 2014
Topic Strategy
Region Global
Industry Consulting
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
KTN is a Belgian-based logistics firm that over the last decade has successfully expanded throughout the world. Its growth strategy has been based on an innovative approach to organisational and HRM issues, and a business model that emphasises value-added, high tech services. The specific context of the case is KTN's recent entry into Thailand and the next logical place for expansion is China.
KTN is a Belgian-based logistics firm that over the last decade has successfully expanded throughout the world. Its growth strategy has been based on an innovative approach to organisational and HRM issues, and a business model that emphasises value-added, high tech services. The specific context of the case is KTN's recent entry into Thailand and the next logical place for expansion is China.
This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
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Reference 4999
Published 15 Apr 2002
Topic Strategy
Region Global
Industry Entertainment
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.
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Reference 4999
Published 01 Mar 2002
Topic Strategy
Region Global
Industry Entertainment
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.