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11 case(s) found.
The case describes the rise of BlaBlaCar to global leadership of long-haul ridesharing and to prominence as one of Europe's most successful startups. It focuses on a critical juncture when the company has recently emerged as the European leader and has raised $100 million to go global.
The case describes the rise of BlaBlaCar to global leadership of long-haul ridesharing and to prominence as one of Europe's most successful startups. It focuses on a critical juncture when the company has recently emerged as the European leader and has raised $100 million to go global.
The case describes the extraordinary success of a French regional firm in a world of gigantic multinationals. By transforming pet feeding into a nutrition plus health proposition, Royal Canin creates a new market and an extremely powerful brand.
The case describes the extraordinary success of a French regional firm in a world of gigantic multinationals. By transforming pet feeding into a nutrition plus health proposition, Royal Canin creates a new market and an extremely powerful brand.
The case describes the extraordinary success of a French regional firm in a world of gigantic multinationals. By transforming pet feeding into a nutrition plus health proposition, Royal Canin creates a new market and an extremely powerful brand.
The case describes the extraordinary success of a French regional firm in a world of gigantic multinationals. By transforming pet feeding into a nutrition plus health proposition, Royal Canin creates a new market and an extremely powerful brand.
When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models.
When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models.
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Reference 4957
Published 03 Jan 2004
Length 19 page(s)
Topic Strategy
Region Global
Industry Oil & Energy
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Teva appoints four senior executives as global "integrators", for specific functional areas (strategic marketing, R&D, manufacturing and business development) reporting to a key general manager, following a phase of rapid internationalisation via acquisitions. How are they going to define their mission, roles, priorities, and action plans?
Teva appoints four senior executives as global "integrators", for specific functional areas (strategic marketing, R&D, manufacturing and business development) reporting to a key general manager, following a phase of rapid internationalisation via acquisitions. How are they going to define their mission, roles, priorities, and action plans?
The case compares the e-business and e-commerce strategy of two leading motorcycle manufacturers. It highlights the way Ducati and Harley-Davidson manage their business processes and value networks, and the role that IT and the Internet plays in research, development and design, purchasing, manufacturing and assembly, logistics, marketing and sales, as well as after-sales service.
The case compares the e-business and e-commerce strategy of two leading motorcycle manufacturers. It highlights the way Ducati and Harley-Davidson manage their business processes and value networks, and the role that IT and the Internet plays in research, development and design, purchasing, manufacturing and assembly, logistics, marketing and sales, as well as after-sales service.
Case A, set in late 1999, describes the financial market's anxiety about the Internet eroding Reuters business. It describes the firm's history and competitive landscape.
Case A, set in late 1999, describes the financial market's anxiety about the Internet eroding Reuters business. It describes the firm's history and competitive landscape.
Case (B), set in eary 2000, describes Reuters' Internet strategy which includes a decision to expand from B2B to B2C. Case (A) is meant to facilitate a discussion on how an 'old economy' firm might transition to the 'new economy'. Case (B) is meant to facilitate a discussion on the assessment of strategies for Internet business.
Case (B), set in eary 2000, describes Reuters' Internet strategy which includes a decision to expand from B2B to B2C. Case (A) is meant to facilitate a discussion on how an 'old economy' firm might transition to the 'new economy'. Case (B) is meant to facilitate a discussion on the assessment of strategies for Internet business.
The case describes how Canon has sustained a very high growth rate by continuously building new capabilities and exploiting these capabilities. In particular, the case focuses on the company's organizational structures and management processes that support its ability to build and leverage competencies.
The case describes how Canon has sustained a very high growth rate by continuously building new capabilities and exploiting these capabilities. In particular, the case focuses on the company's organizational structures and management processes that support its ability to build and leverage competencies.