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16 case(s) found.
This case is about shared mobility in Paris.
Reference 6475
Published 18 Feb 2021
Length 28 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
This case is about shared mobility in Paris.
In 2018, the socialist mayor of Paris, Anne Hidalgo, in the fourth of her six-year mandate, embarked on a vision to create a greener city, free from polluting vehicles. Two years earlier, recognizing the global climate emergency and the need to keep global warming below 1.5C°, the city of Paris had set out an ambition to attain carbon neutrality by 2050.
Reference 6425
Published 18 Feb 2021
Length 27 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
In 2018, the socialist mayor of Paris, Anne Hidalgo, in the fourth of her six-year mandate, embarked on a vision to create a greener city, free from polluting vehicles. Two years earlier, recognizing the global climate emergency and the need to keep global warming below 1.5C°, the city of Paris had set out an ambition to attain carbon neutrality by 2050.
A private company with a complex ownership structure and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize some of these, but lack the knowledge and experience to deal with them. The major perceived challenge is to find a replacement for the company's CEO, who has run it from day one and is exhausted.
Reference 6032
Published 24 Mar 2014
Length 6 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
A private company with a complex ownership structure and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize some of these, but lack the knowledge and experience to deal with them. The major perceived challenge is to find a replacement for the company's CEO, who has run it from day one and is exhausted.
A private company with a complex ownership structure and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize some of these, but lack the knowledge and experience to deal with them. The major perceived challenge is to find a replacement for the company's CEO, who has run it from day one and is exhausted.
Reference 6032
Published 22 Apr 2016
Length 4 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
A private company with a complex ownership structure and a non-transparent management system faces challenges associated with fast growth and an archaic management structure. The founders recognize some of these, but lack the knowledge and experience to deal with them. The major perceived challenge is to find a replacement for the company's CEO, who has run it from day one and is exhausted.
Toward the end of 2001, a group of investors is faced with the strategic decision of taking over (parts of) the bankrupt Sabena, the former Belgian flag carrier. To this end, the case describes the major crisis in the airline industry at the start of the new millennium, the competitive situation on the Belgian and European market and the chronic suffering of Sabena.
Reference 5366
Published 07 Jan 2006
Length 34 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
Toward the end of 2001, a group of investors is faced with the strategic decision of taking over (parts of) the bankrupt Sabena, the former Belgian flag carrier. To this end, the case describes the major crisis in the airline industry at the start of the new millennium, the competitive situation on the Belgian and European market and the chronic suffering of Sabena.
The case illustrates how seeming good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist failed to convince his employees to buy into his strategic vision by trying to implement it too quickly.
Reference 5193
Published 27 May 2013
Length 8 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
The case illustrates how seeming good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist failed to convince his employees to buy into his strategic vision by trying to implement it too quickly.
At the end of the 1990s routes operated by airline alliances accounted for over half of all passenger air travel and 80% of airline profits. Faced with problems of scale, costs and margins, and with the threat of increased competition by global alliances, Swissair seeks to build its own alliance.
Reference 5186
Published 01 Jan 2004
Length 10 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
At the end of the 1990s routes operated by airline alliances accounted for over half of all passenger air travel and 80% of airline profits. Faced with problems of scale, costs and margins, and with the threat of increased competition by global alliances, Swissair seeks to build its own alliance.
Case Writers: Alessandro BUCCELLA and Herman FUNG
This case forms part of a series with Note on the European Airline Industry and European Airline Industry: Ryanair in 2003, but can be used independently. The case describes the strategy of Lufthansa as a major network carrier in Europe. It also describes the entry of low-cost carriers in the German market.
Reference 5125
Published 01 Jan 2003
Length 21 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
Case Writers: Alessandro BUCCELLA and Herman FUNG
This case forms part of a series with Note on the European Airline Industry and European Airline Industry: Ryanair in 2003, but can be used independently. The case describes the strategy of Lufthansa as a major network carrier in Europe. It also describes the entry of low-cost carriers in the German market.
Case Writers: Alessandro BUCCELLA and Herman FUNG
This case forms part of a series with Note on the European Airline Industry and European Airline Industry: Lufthansa in 2003, but can be used independently. The case describes in detail the strategy of Ryanair, and compares the company to other European airlines using the low-cost carrier (LCC) model, with particular attention to Easyjet.
Reference 5124
Published 01 Jul 2003
Length 18 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
Case Writers: Alessandro BUCCELLA and Herman FUNG
This case forms part of a series with Note on the European Airline Industry and European Airline Industry: Lufthansa in 2003, but can be used independently. The case describes in detail the strategy of Ryanair, and compares the company to other European airlines using the low-cost carrier (LCC) model, with particular attention to Easyjet.
Case Writers: Alessandro BUCCELLA and Herman FUNG
The note describes the competitive context of the European Airline Industry in early 2003. That airline industry has chronic performance problems. Yet, after September 11, the global recession, and the 2nd Iraq War, the global airline industry is amidst the worst crisis in history.
Reference 5123
Published 01 Jul 2003
Length 34 page(s)
Topic Strategy
Region Europe
Industry Airlines/Aviation, Transportation/Trucking/Railroad
Case Writers: Alessandro BUCCELLA and Herman FUNG
The note describes the competitive context of the European Airline Industry in early 2003. That airline industry has chronic performance problems. Yet, after September 11, the global recession, and the 2nd Iraq War, the global airline industry is amidst the worst crisis in history.
This series of three sequential cases recounts the story of labour negotiations. The Maxime Platform, France, built in 1916 to accommodate the increasing demand for wood transportation, was by 1992 a loss-making unit. In 1998, a new Director of the Harbour and Railway Installations, Adrian Hamilton, is appointed. One of his first tasks was the assessment of the Maxime Platform operations.
Reference 5067
Published 01 Jan 2003
Length 8 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
This series of three sequential cases recounts the story of labour negotiations. The Maxime Platform, France, built in 1916 to accommodate the increasing demand for wood transportation, was by 1992 a loss-making unit. In 1998, a new Director of the Harbour and Railway Installations, Adrian Hamilton, is appointed. One of his first tasks was the assessment of the Maxime Platform operations.
Case B covers the period between May and October 2001. It describes the change and effects of a new leadership style on the negotiation process.
Reference 5067
Published 01 Jan 2003
Length 4 page(s)
Topic Strategy
Region Europe
Industry Transportation/Trucking/Railroad
Case B covers the period between May and October 2001. It describes the change and effects of a new leadership style on the negotiation process.
