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    12 cases found.

    Dyson Ltd: From Vacuum Cleaners to Electric Vehicles

    By  Andrew Shipilov,  Peter Zemsky,  Brian Henry
    Add to cart extra
    The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.

      Published 13 Feb 2019

      Reference 6455

      Topic Strategy

      Region Global

      Industry Consumer Goods,  Mechanical or Industrial Engineering

      View case

      Dyson Ltd: From Vacuum Cleaners to Electric Vehicles

      Add to cart extra
      • By  Andrew Shipilov,  Peter Zemsky,  Brian Henry
      • Reference 6455

      • Published 13 Feb 2019

      • Topic Strategy

      • Region Global

      • Industry Consumer Goods,  Mechanical or Industrial Engineering

      The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.
        View case

        Cheniere's LNG Liquefaction Strategy: Pushing the Boundaries of the Project Finance Debt Market

        By  Paul Tice,  Ingo Walter
        Add to cart
        After the collapse of world oil prices during the late 1990s, Cheniere began shifting its business focus away from upstream exploration and toward LNG regasification to take advantage of a projected decline in domestic natural gas production and the natural gas supply deficit that was expected in the US over the next decade.

          Published 24 Jul 2017

          Reference 6230

          Topic Economics & Finance

          Region North America

          Industry Industrial Automation,  Mechanical or Industrial Engineering

          View case

          Cheniere's LNG Liquefaction Strategy: Pushing the Boundaries of the Project Finance Debt Market

          Add to cart
          • By  Paul Tice,  Ingo Walter
          • Reference 6230

          • Published 24 Jul 2017

          • Topic Economics & Finance

          • Region North America

          • Industry Industrial Automation,  Mechanical or Industrial Engineering

          After the collapse of world oil prices during the late 1990s, Cheniere began shifting its business focus away from upstream exploration and toward LNG regasification to take advantage of a projected decline in domestic natural gas production and the natural gas supply deficit that was expected in the US over the next decade.
            View case

            Hindustan Construction Company (HCC) (A): Strategic Corporate Social Responsibility

            By  Mark Hunter,  Luk Van Wassenhove
            Add to cart
            Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.

              Published 24 Mar 2014

              Reference 5998

              Topic Responsibility

              Region Asia

              Industry Mechanical or Industrial Engineering,  Construction

              View case

              Hindustan Construction Company (HCC) (A): Strategic Corporate Social Responsibility

              Add to cart
              • By  Mark Hunter,  Luk Van Wassenhove
              • Reference 5998

              • Published 24 Mar 2014

              • Topic Responsibility

              • Region Asia

              • Industry Mechanical or Industrial Engineering,  Construction

              Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
                View case

                Hindustan Construction Company (HCC) (B): Building the Disaster Resource Network

                By  Mark Hunter,  Luk Van Wassenhove
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                Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.

                  Published 24 Mar 2014

                  Reference 5998

                  Topic Responsibility

                  Region Asia

                  Industry Mechanical or Industrial Engineering,  Construction

                  View case

                  Hindustan Construction Company (HCC) (B): Building the Disaster Resource Network

                  Add to cart
                  • By  Mark Hunter,  Luk Van Wassenhove
                  • Reference 5998

                  • Published 24 Mar 2014

                  • Topic Responsibility

                  • Region Asia

                  • Industry Mechanical or Industrial Engineering,  Construction

                  Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
                    View case

                    Mobility Innovation for a Better Place

                    By  Luk Van Wassenhove,  Renato Orsato,  Sophie Hemne
                    Add to cart
                    In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.

                      Published 30 Sep 2009

                      Reference 5630

                      Topic Entrepreneurship

                      Region Global

                      Industry Automotive,  Mechanical or Industrial Engineering

                      View case

                      Mobility Innovation for a Better Place

                      Add to cart
                      • By  Luk Van Wassenhove,  Renato Orsato,  Sophie Hemne
                      • Reference 5630

                      • Published 30 Sep 2009

                      • Topic Entrepreneurship

                      • Region Global

                      • Industry Automotive,  Mechanical or Industrial Engineering

                      In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.
                        View case

                        The Timken Company (A1): Timken and Poland

                        By  Yves L. Doz,  Mark Hunter
                        Add to cart
                        In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

                          Published 01 Jan 2003

                          Reference 5139

                          Topic Strategy

                          Region Global

                          Industry Mechanical or Industrial Engineering

                          View case

                          The Timken Company (A1): Timken and Poland

                          Add to cart
                          • By  Yves L. Doz,  Mark Hunter
                          • Reference 5139

                          • Published 01 Jan 2003

                          • Topic Strategy

                          • Region Global

                          • Industry Mechanical or Industrial Engineering

                          In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
                            View case

                            The Timken Company (A2): Selling to Peugeot

                            By  Yves L. Doz,  Mark Hunter
                            Add to cart
                            In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

                              Published 01 Jan 2003

                              Reference 5139

                              Topic Strategy

                              Region Global

                              Industry Mechanical or Industrial Engineering

                              View case

                              The Timken Company (A2): Selling to Peugeot

                              Add to cart
                              • By  Yves L. Doz,  Mark Hunter
                              • Reference 5139

                              • Published 01 Jan 2003

                              • Topic Strategy

                              • Region Global

                              • Industry Mechanical or Industrial Engineering

                              In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
                                View case

                                The Timken Company (B): Toward a New Strategy?

                                By  Yves L. Doz,  Mark Hunter
                                Add to cart
                                In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

                                  Published 01 Jan 2003

                                  Reference 5139

                                  Topic Strategy

                                  Region Global

                                  Industry Mechanical or Industrial Engineering

                                  View case

                                  The Timken Company (B): Toward a New Strategy?

                                  Add to cart
                                  • By  Yves L. Doz,  Mark Hunter
                                  • Reference 5139

                                  • Published 01 Jan 2003

                                  • Topic Strategy

                                  • Region Global

                                  • Industry Mechanical or Industrial Engineering

                                  In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
                                    View case

                                    Gold Seal Engineering Products Pvt. Ltd.: Challenges facing a Developing Country SME

                                    By  Ramina Samii,  Luk Van Wassenhove
                                    Add to cart
                                    Gold Seal Engineering Products Pvt. Ltd is an Indian, 44-year old second generation family firm, manufacturer of rubber and polymer extruded and moulded seals for the automobile industry. For more than three decades, the company grows undisturbed in a protected environment with limited foreign competition.

                                      Published 06 Dec 2002

                                      Reference 5035

                                      Topic Operations

                                      Region Asia

                                      Industry Automotive,  Mechanical or Industrial Engineering

                                      View case

                                      Gold Seal Engineering Products Pvt. Ltd.: Challenges facing a Developing Country SME

                                      Add to cart
                                      • By  Ramina Samii,  Luk Van Wassenhove
                                      • Reference 5035

                                      • Published 06 Dec 2002

                                      • Topic Operations

                                      • Region Asia

                                      • Industry Automotive,  Mechanical or Industrial Engineering

                                      Gold Seal Engineering Products Pvt. Ltd is an Indian, 44-year old second generation family firm, manufacturer of rubber and polymer extruded and moulded seals for the automobile industry. For more than three decades, the company grows undisturbed in a protected environment with limited foreign competition.
                                        View case

                                        The Bull Market International Printers Mexico (A)

                                        By  Manfred F. R. Kets de Vries
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                                        This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

                                          Published 01 Jan 1994

                                          Reference 4325

                                          Topic Entrepreneurship

                                          Region South America

                                          Industry Printing,  Mechanical or Industrial Engineering

                                          View case

                                          The Bull Market International Printers Mexico (A)

                                          Add to cart
                                          • By  Manfred F. R. Kets de Vries
                                          • Reference 4325

                                          • Published 01 Jan 1994

                                          • Topic Entrepreneurship

                                          • Region South America

                                          • Industry Printing,  Mechanical or Industrial Engineering

                                          This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
                                            View case

                                            The Bull Market International Printers Mexico (B)

                                            By  Manfred F. R. Kets de Vries
                                            Add to cart
                                            This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

                                              Published 01 Jan 1994

                                              Reference 4325

                                              Topic Entrepreneurship

                                              Region South America

                                              Industry Printing,  Mechanical or Industrial Engineering

                                              View case

                                              The Bull Market International Printers Mexico (B)

                                              Add to cart
                                              • By  Manfred F. R. Kets de Vries
                                              • Reference 4325

                                              • Published 01 Jan 1994

                                              • Topic Entrepreneurship

                                              • Region South America

                                              • Industry Printing,  Mechanical or Industrial Engineering

                                              This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
                                                View case

                                                The Bull Market International Printers Mexico (C)

                                                By  Manfred F. R. Kets de Vries
                                                Add to cart
                                                This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.

                                                  Published 01 Jan 1994

                                                  Reference 4325

                                                  Topic Entrepreneurship

                                                  Region South America

                                                  Industry Printing,  Mechanical or Industrial Engineering

                                                  View case

                                                  The Bull Market International Printers Mexico (C)

                                                  Add to cart
                                                  • By  Manfred F. R. Kets de Vries
                                                  • Reference 4325

                                                  • Published 01 Jan 1994

                                                  • Topic Entrepreneurship

                                                  • Region South America

                                                  • Industry Printing,  Mechanical or Industrial Engineering

                                                  This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
                                                    View case

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