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12 cases found.
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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Reference 6447
Published 25 Mar 2019
Topic Strategy
Region Europe
Industry Automotive
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.
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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Reference 6439
Published 02 May 2019
Topic Strategy
Region Europe
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).
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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Reference 6417
Published 30 Jul 2018
Topic Strategy
Region North America
Industry Automotive
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.
This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
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Reference 6275
Published 30 Jan 2017
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
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Reference 6223
Published 14 Nov 2016
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
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
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks.
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Reference 4973
Published 01 Jan 2002
Topic Strategy
Region Asia
Industry Automotive, Logistics and Supply Chain, Machinery
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks.
The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners.
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Reference 4973
Published 01 Jan 2002
Topic Strategy
Region Asia
Industry Automotive, Logistics and Supply Chain, Machinery
The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners.
In 1999 Renault acquired 36.8% of Nissan, the Japanese troubled car manufacturer. This case describes the successful integration process that leads to the recovery of Nissan.
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Reference 4928
Published 01 Mar 2001
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
In 1999 Renault acquired 36.8% of Nissan, the Japanese troubled car manufacturer. This case describes the successful integration process that leads to the recovery of Nissan.
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.
Describes the European car rental industry and patterns of competition in the eighties. The focus is on Swan National, the second largest car rental firm in the U.K., which wants to become an international player. It considers acquiring a master franchise from Dollar - Rent A Car of the U.S. to take on the major U.S. car rental firms in Europe.
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Reference 4251
Published 01 Jan 1991
Topic Strategy
Region Europe
Industry Automotive
Describes the European car rental industry and patterns of competition in the eighties. The focus is on Swan National, the second largest car rental firm in the U.K., which wants to become an international player. It considers acquiring a master franchise from Dollar - Rent A Car of the U.S. to take on the major U.S. car rental firms in Europe.
The Dunlop-Pirelli union is one of the few strategic alliances among large multinational companies for which the full history of the marriage, from courtship to divorce, is available.
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Reference 1988
Published 01 Jan 1989
Topic Strategy
Region Global
Industry Automotive
The Dunlop-Pirelli union is one of the few strategic alliances among large multinational companies for which the full history of the marriage, from courtship to divorce, is available.