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36 cases found.

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

    Topic Strategy

    Region Europe

    Industry Automotive

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    Board Process Simulation: CarSight

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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

        Topic Strategy

        Region Europe

        Industry Automotive

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

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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

            Topic Strategy

            Industry Automotive

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

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

              By  W. Chan Kim,  Renee 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

                Topic Strategy

                Region North America

                Industry Automotive

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

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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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                  Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

                  By  W. Chan Kim,  Renee Mauborgne,  Robert Bong,  Mi Ji
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                  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.

                    Published 30 Jan 2017

                    Reference 6275

                    Topic Strategy

                    Region Asia

                    Industry Automotive,  Transportation/Trucking/Railroad

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                    Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

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                    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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                      Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth (Chinese)

                      By  W. Chan Kim,  Renee Mauborgne,  Robert Bong,  Ji Mi
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                      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.

                        Published 22 Mar 2019

                        Reference 6275

                        Topic Strategy

                        Region Asia

                        Industry Automotive,  Transportation/Trucking/Railroad

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                        Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth (Chinese)

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                        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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                          Uber vs. Didi: The Race for China's Ride-hailing Market

                          By  Guoli Chen,  Tony Tong,  Xiaohua Su,  Kuangzhen Wu
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                          As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.

                            Published 14 Nov 2016

                            Reference 6223

                            Topic Strategy

                            Region Asia

                            Industry Automotive,  Transportation/Trucking/Railroad

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                            Uber vs. Didi: The Race for China's Ride-hailing Market

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                            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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                              Uber vs. Didi: The Race for China's Ride-hailing Market (Japanese)

                              By  Guoli Chen,  Tony Tong,  Xiaohua Su,  Kuangzhen Wu
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                              As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.

                                Published 06 Feb 2020

                                Reference 6223

                                Topic Strategy

                                Region Asia

                                Industry Automotive,  Transportation/Trucking/Railroad

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                                Uber vs. Didi: The Race for China's Ride-hailing Market (Japanese)

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                                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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                                  Tesla Motors: Disrupting the Auto Industry?

                                  By  Jeff Dyer,  Nathan Furr
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                                  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

                                    Published 25 Jan 2016

                                    Reference 6174

                                    Topic Strategy

                                    Region Global

                                    Industry Automotive,  Transportation/Trucking/Railroad

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                                    Tesla Motors: Disrupting the Auto Industry?

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                                    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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                                      Based in Britain: Harnessing Competitive Advantage in - and outside - Motorsport Valley

                                      By  Maria Guadalupe,  Nancy J. Brandwein
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                                      In our global economy, manufacturing companies outsource production to multiple suppliers half a world away and spread engineering and design out among far-flung company outposts. Yet, at the same time, geographic clusters of firms in particular industries can still hold competitive advantage by virtue of co-location.

                                        Published 19 Dec 2016

                                        Reference 6140

                                        Topic Strategy

                                        Region Europe

                                        Industry Automotive

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                                        Based in Britain: Harnessing Competitive Advantage in - and outside - Motorsport Valley

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                                        In our global economy, manufacturing companies outsource production to multiple suppliers half a world away and spread engineering and design out among far-flung company outposts. Yet, at the same time, geographic clusters of firms in particular industries can still hold competitive advantage by virtue of co-location.
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                                          Where to Next with BlaBlaCar?

                                          By  Anne-Marie Carrick,  Peter Zemsky
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                                          BlaBlaCar, Europe’s foremost ride sharing company, was founded by Frederic in 2006. An online market place where drivers “sell” seats in their cars for long distance rides, it allowed the drivers to cover their motoring costs and passengers access to cheaper travel.

                                            Published 25 Jan 2016

                                            Reference 6104

                                            Topic Strategy

                                            Region Global

                                            Industry Automotive,  Transportation/Trucking/Railroad

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                                            Where to Next with BlaBlaCar?

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                                            BlaBlaCar, Europe’s foremost ride sharing company, was founded by Frederic in 2006. An online market place where drivers “sell” seats in their cars for long distance rides, it allowed the drivers to cover their motoring costs and passengers access to cheaper travel.
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                                              Steeltech: Competing in China's Auto Market

                                              By  Michael A. Witt,  Jana Levene
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                                              Steeltech is a supplier of high-quality tools to the automotive industry. Highly successful in Western markets, Steeltech has been making lossses in China since its entry 7 years ago. Key issues are cost, quality, relationship building and maintenance, and intellectual property protection. The company needs to decide how to proceed with its Chinese operations.

                                                Published 16 Dec 2010

                                                Reference 5747

                                                Topic Strategy

                                                Region Asia

                                                Industry Automotive

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                                                Steeltech: Competing in China's Auto Market

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                                                Steeltech is a supplier of high-quality tools to the automotive industry. Highly successful in Western markets, Steeltech has been making lossses in China since its entry 7 years ago. Key issues are cost, quality, relationship building and maintenance, and intellectual property protection. The company needs to decide how to proceed with its Chinese operations.
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