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17 case(s) found.
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
Reference 6421
Published 25 Jun 2018
Length 14 page(s)
Topic Strategy
Region North America
Industry Restaurants, Food and Beverages Production
Customers are gaga for Wawa, the restaurant / convenience store / gas station that inspires people to tattoo the firm's logo. Founded in 1803, Wawa morphed over time from an iron foundry to a textile mill, to a dairy farm, dairy delivery business, grocery store, then convenience store. Dark clouds descended with the 2008 financial crisis.
PopChef is a start-up foodtech business in the lunchtime food delivery market in Paris. The case centres on the period from launch in 2015 to 2017. PopChef is the first to enter the market with a new business model in France. As other well-funded domestic and international entrants arrive, the market becomes highly competitive market.
Reference 6391
Published 28 May 2018
Length 34 page(s)
Topic Strategy
Region Europe
Industry Food and Beverages Production
PopChef is a start-up foodtech business in the lunchtime food delivery market in Paris. The case centres on the period from launch in 2015 to 2017. PopChef is the first to enter the market with a new business model in France. As other well-funded domestic and international entrants arrive, the market becomes highly competitive market.
Panasonic has established an innovative high-tech agricultural facility in Singapore to grow salads – not a farm but a factory. The case traces the key elements of this initiative, including the value proposition to customers, business model, and the broader corporate context.
Reference 6247
Published 28 Nov 2016
Length 6 page(s)
Topic Strategy
Region Asia
Industry Food and Beverages Production
Panasonic has established an innovative high-tech agricultural facility in Singapore to grow salads – not a farm but a factory. The case traces the key elements of this initiative, including the value proposition to customers, business model, and the broader corporate context.
The case describes the turnaround of the Kuwaiti company ABC from a moribund bottler of carbonated drinks for Canada Dry to a successful independent competitor in the market for juices and bottled water.
Reference 5647
Published 28 Jun 2011
Length 31 page(s)
Topic Strategy
Region Middle-East
Industry Food and Beverages Production
The case describes the turnaround of the Kuwaiti company ABC from a moribund bottler of carbonated drinks for Canada Dry to a successful independent competitor in the market for juices and bottled water.
The case entitled ‘Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001’ examines the competitive environment of the US wine industry in 2001, prior to [yellow tail]’s launch. The case demonstrates how the industry was overcrowded, highly competitive, and increasingly squeezed at the distribution and retail stages of the supply chain.
Reference 5626
Published 31 Jul 2009
Length 8 page(s)
Topic Strategy
Region North America
The case entitled ‘Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001’ examines the competitive environment of the US wine industry in 2001, prior to [yellow tail]’s launch. The case demonstrates how the industry was overcrowded, highly competitive, and increasingly squeezed at the distribution and retail stages of the supply chain.
The case charts the past decade of online grocery retailing at Tesco.com and the development and launch of the non-food operation “Tesco Direct”. Tesco implemented a unique fulfillment model by using its vast network of bricks-and-mortar supermarkets across the UK to pick the items ordered by online customers.
Reference 5465
Published 29 Oct 2007
Length 22 page(s)
Topic Strategy
Region Europe
Industry Retail, Food and Beverages Production
The case charts the past decade of online grocery retailing at Tesco.com and the development and launch of the non-food operation “Tesco Direct”. Tesco implemented a unique fulfillment model by using its vast network of bricks-and-mortar supermarkets across the UK to pick the items ordered by online customers.
In the late 1990s, Robert Mondavi Corporation, a major US wine company based in California, was seeking to expand its international presence by setting up an operation to produce wine in southern France. After failing to find a suitable partner it adopted a green field strategy, targeting an area of undeveloped land in the Languedoc village of Aniane for purchase.
In the late 1990s, Robert Mondavi Corporation, a major US wine company based in California, was seeking to expand its international presence by setting up an operation to produce wine in southern France. After failing to find a suitable partner it adopted a green field strategy, targeting an area of undeveloped land in the Languedoc village of Aniane for purchase.
Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.
Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.
Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.
Robert Mondavi Corporation, a major U.S. wine company, secured a lease to create a winery on undeveloped land in southern French village of Aniane. The plan provoked public dissent. The debate included the defence of traditional European artisanship against U.S. industrial scale production and respect toward due political process in France.
The case analyses the failed introduction of genetically modified organisms (GMO) in Europe by Monsanto. Showing how a favourable context (the legacy of mad-cow disease) made it relatively easy for consumer groups and environmentalists to wage successful anti-GMO campaigns in Europe, the case examines how Monsanto attempted to deal with its image problem and how the company's efforts backfired.
Reference 4932
Published 01 May 2001
Length 14 page(s)
Topic Strategy
Region Europe
Industry Food and Beverages Production
The case analyses the failed introduction of genetically modified organisms (GMO) in Europe by Monsanto. Showing how a favourable context (the legacy of mad-cow disease) made it relatively easy for consumer groups and environmentalists to wage successful anti-GMO campaigns in Europe, the case examines how Monsanto attempted to deal with its image problem and how the company's efforts backfired.
The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.
Reference 4856
Published 01 Nov 2001
Length 13 page(s)
Topic Strategy
Region Europe
Industry Food and Beverages Production
The (A) case describes the situation of Cadbury Schweppes and its sugar confectionary business, in a state of “satisfactory underperformance” in which past strategies and practices make it hard for new management to initiate change in this widely respected company.
The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.
Reference 4856
Published 01 Nov 2001
Length 18 page(s)
Topic Strategy
Region Europe
Industry Food and Beverages Production
The (B) case shows how from 1997 to 1999 John Sunderland, the new CEO and a new divisional manager use Value Based Management as a vehicle for transforming respectively the company and the sugar confectionary division with strong emphasis on people and leadership practices.
