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106 case(s) found.

Brake or Turn? Seez Ponders its Direction at the Cusp of the Pandemic

By  Vikas A. Aggarwal,  Aly Madhavji
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In March 2020, Tarek Kabrit, founder and CEO of Seez, the online car marketplace and aggregator, must determine how to proceed given the ongoing Covid-19 pandemic. His decision could make or break the company.

    Published 07 Jul 2021

    Reference 6666

    Length 16 page(s)

    Topic Entrepreneurship

    Region Middle-East

    Industry Automotive

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    Brake or Turn? Seez Ponders its Direction at the Cusp of the Pandemic

    By  Vikas A. Aggarwal,  Aly Madhavji
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    In March 2020, Tarek Kabrit, founder and CEO of Seez, the online car marketplace and aggregator, must determine how to proceed given the ongoing Covid-19 pandemic. His decision could make or break the company.
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      Stanley Robotics (A): "Your Solution is not my Problem"

      By  Michaël Bikard
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      Clément Boussard is the CEO and founder of Stanley Robotics, a Paris-based startup selling automated valet parking solutions. The case illustrates the typical challenges faced by innovators (here an entrepreneur) selling a technological innovation and dealing with their first customers.

        Published 13 Jun 2022

        Reference 6553

        Length 2 page(s)

        Topic Entrepreneurship

        Region Europe

        Industry Automotive

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        Stanley Robotics (A): "Your Solution is not my Problem"

        By  Michaël Bikard
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        Clément Boussard is the CEO and founder of Stanley Robotics, a Paris-based startup selling automated valet parking solutions. The case illustrates the typical challenges faced by innovators (here an entrepreneur) selling a technological innovation and dealing with their first customers.
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          Board Process Simulation: CarSight

          By  Stanislav Shekshnia,  Alexandra Matveeva
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          The case represents a role-play simulation in which a team of up to 6 participants acts as a board of directors of a privately-owned automotive lighting products manufacturer. At a regular meeting, the board has to make two decisions: 1) define growth targets for the next eight years; 2) decide the fate of a newly appointed CEO whose style has created a wave of uproar at the company.

            Published 25 Mar 2019

            Reference 6447

            Length 12 page(s)

            Topic Strategy

            Region Europe

            Industry Automotive

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            Board Process Simulation: CarSight

            By  Stanislav Shekshnia,  Alexandra Matveeva
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            The case represents a role-play simulation in which a team of up to 6 participants acts as a board of directors of a privately-owned automotive lighting products manufacturer. At a regular meeting, the board has to make two decisions: 1) define growth targets for the next eight years; 2) decide the fate of a newly appointed CEO whose style has created a wave of uproar at the company.
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              How Corporates Co-innovate with Startups: The BMW Startup Garage

              By  Joerg Niessing,  Laurence Capron,  Nathan Furr,  Pascale Balze,  Julia Bodner
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              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).

                Published 02 May 2019

                Reference 6439

                Length 20 page(s)

                Topic Strategy

                Region Europe

                Industry Automotive

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                How Corporates Co-innovate with Startups: The BMW Startup Garage

                By  Joerg Niessing,  Laurence Capron,  Nathan Furr,  Pascale Balze,  Julia Bodner
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                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).
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                  How Corporates Co-innovate with Startups: The BMW Startup Garage (Russian)

                  By  Joerg Niessing,  Laurence Capron,  Nathan Furr,  Pascale Balze
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                  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).

                    Published 22 May 2019

                    Reference 6439

                    Length 22 page(s)

                    Topic Strategy

                    Industry Automotive

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                    How Corporates Co-innovate with Startups: The BMW Startup Garage (Russian)

                    By  Joerg Niessing,  Laurence Capron,  Nathan Furr,  Pascale Balze
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                    • Reference 6439

                    • Published 22 May 2019

                    • Length 22 page(s)

                    • Topic Strategy

                    • 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).
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                      Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

                      By  Jason P. Davis,  Minh Vo,  Anne Yang
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                      Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.

                        Published 31 Aug 2018

                        Reference 6432

                        Length 11 page(s)

                        Topic Entrepreneurship

                        Region Asia

                        Industry Wireless,  Automotive,  Transportation/Trucking/Railroad

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                        Grab vs. Uber vs. Go-Jek: Digital Platform-based International Competition in South East Asia

                        By  Jason P. Davis,  Minh Vo,  Anne Yang
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                        Grab, Uber and Go-Jek compete in ride-hailing and related logistics and transport services (e.g., food delivery, courier service) across Southeast Asia, including Indonesia, Philippines, Vietnam, Thailand, Malaysia and Singapore. The case focuses on differences in company history and strategy, and how they shape the competition and ultimately performance differentials.
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                          Driving the Future: How Autonomous Vehicles Will Change Industries and Strategy

                          By  W. Chan Kim,  Renée Mauborgne,  Guoli Chen,  Michael Olenick
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                          Self-driving cars are moving from science fiction to showroom fact, or at least to a car summoning platform. Waymo, the self-driving car division of Google, has ordered 82,000 self-driving cars for delivery through 2020. Cruise Automation, from General Motors, is perfecting their own fleet. Countless companies are driving full-throttle into the future.

                            Published 30 Jul 2018

                            Reference 6417

                            Length 6 page(s)

                            Topic Strategy

                            Region North America

                            Industry Automotive

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                            Driving the Future: How Autonomous Vehicles Will Change Industries and Strategy

                            By  W. Chan Kim,  Renée Mauborgne,  Guoli Chen,  Michael Olenick
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                            Self-driving cars are moving from science fiction to showroom fact, or at least to a car summoning platform. Waymo, the self-driving car division of Google, has ordered 82,000 self-driving cars for delivery through 2020. Cruise Automation, from General Motors, is perfecting their own fleet. Countless companies are driving full-throttle into the future.
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                              Fibbie Cornuda: Operations and Supply Chain Management

                              By  Andre Calmon,  Noah Askin,  Brian Henry
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                              Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.

                                Published 18 Feb 2019

                                Reference 6411

                                Length 10 page(s)

                                Topic Operations

                                Region Europe

                                Industry Automotive,  Mining & Metals

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                                Fibbie Cornuda: Operations and Supply Chain Management

                                By  Andre Calmon,  Noah Askin,  Brian Henry
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                                Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.
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                                  Fibbie Cornuda: Manufacturing a Fit

                                  By  Noah Askin,  Andre Calmon,  Brian Henry
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                                  The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.

                                    Published 18 Feb 2019

                                    Reference 6410

                                    Length 7 page(s)

                                    Topic Leadership & Organisations

                                    Region Europe

                                    Industry Automotive,  Mining & Metals

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                                    Fibbie Cornuda: Manufacturing a Fit

                                    By  Noah Askin,  Andre Calmon,  Brian Henry
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                                    The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.
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                                      Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

                                      By  N. Craig Smith,  Erin McCormick
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                                      In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.

                                        Published 25 Apr 2019

                                        Reference 6396

                                        Length 19 page(s)

                                        Topic Responsibility

                                        Region Asia

                                        Industry Automotive

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                                        Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

                                        By  N. Craig Smith,  Erin McCormick
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                                        In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
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                                          Tata Motors (B): More from Less for More

                                          By  N. Craig Smith,  Erin McCormick
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                                          In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.

                                            Published 25 Apr 2019

                                            Reference 6396

                                            Length 13 page(s)

                                            Topic Responsibility

                                            Region Asia

                                            Industry Automotive

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                                            Tata Motors (B): More from Less for More

                                            By  N. Craig Smith,  Erin McCormick
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                                            In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
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                                              Jaguar Land Rover: Towards a Customer-Centric Organisation - Leveraging Customer Intelligence and Data Analytics for Sustainable Growth

                                              By  Joerg Niessing,  Brian Henry,  Kay Peters
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                                              The case looks at the enormous disruption affecting the entire automotive industry through the eyes of a recently hired CRM expert at the British premium car maker Jaguar Land Rover who keeps the marketing team grounded by taking a customer-centric approach.

                                                Published 26 Mar 2018

                                                Reference 6354

                                                Length 8 page(s)

                                                Topic Marketing

                                                Region Global

                                                Industry Automotive

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                                                Jaguar Land Rover: Towards a Customer-Centric Organisation - Leveraging Customer Intelligence and Data Analytics for Sustainable Growth

                                                By  Joerg Niessing,  Brian Henry,  Kay Peters
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                                                The case looks at the enormous disruption affecting the entire automotive industry through the eyes of a recently hired CRM expert at the British premium car maker Jaguar Land Rover who keeps the marketing team grounded by taking a customer-centric approach.
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