42 cases found.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
The case study traces the development of FC Barcelona’s Innovation Hub (BIH) and its plans to go global. It describes how factors on and off the pitch led to the launch and how the BIH is preparing the club for the future at the centre of an ecosystem that includes prestigious brands, universities, start-ups, and athletes worldwide, all linked by a culture of excellence.
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Reference 6583
Published 03 Jun 2020
Topic Strategy
Region Global
Industry Health, Wellness and Fitness, Sports
The case study traces the development of FC Barcelona’s Innovation Hub (BIH) and its plans to go global. It describes how factors on and off the pitch led to the launch and how the BIH is preparing the club for the future at the centre of an ecosystem that includes prestigious brands, universities, start-ups, and athletes worldwide, all linked by a culture of excellence.
Cloud computing, a concept unknown until relatively recently, has been adopted by organizations around the world, both large and small, as part of their computing strategy. Many companies have experienced the cost and flexibility advantages of cloud computing and are using various cloud computing models to solve their business problems.
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Reference 6577
Published 19 Mar 2020
Topic Entrepreneurship
Region Global
Industry Computer Networking
Cloud computing, a concept unknown until relatively recently, has been adopted by organizations around the world, both large and small, as part of their computing strategy. Many companies have experienced the cost and flexibility advantages of cloud computing and are using various cloud computing models to solve their business problems.
This case explains the technological changes in mobile communications, with a special focus on the fifth generation (5G). It describes the evolution from the first generation (1G) to the 5G; core technologies, distinct capabilities, key products, and major players in the 5G era.
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Reference 6558
Published 24 Jan 2020
Topic Strategy
Region Global
Industry Telecommunications
This case explains the technological changes in mobile communications, with a special focus on the fifth generation (5G). It describes the evolution from the first generation (1G) to the 5G; core technologies, distinct capabilities, key products, and major players in the 5G era.
ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.
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Reference 6489
Published 31 May 2019
Topic Entrepreneurship
Region Global
Industry Computer Networking, Consumer Services, Information Technology and Services
ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees.
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees.
The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.
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Reference 6455
Published 13 Feb 2019
Topic Strategy
Region Global
Industry Consumer Goods, Mechanical or Industrial Engineering
The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
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Reference 6446
Published 25 Mar 2019
Topic Marketing
Region Global
Industry Oil & Energy
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
Four years after acquiring the business, 3G Capital had managed to put Burger King back in growth mode. However, the Burger King brand itself was still lacking momentum and it was unclear if its celebrity-heavy ad campaign would work.
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Reference 6402
Published 25 Jun 2018
Topic Marketing
Region Global
Industry Restaurants, Food and Beverages Production, Health, Wellness and Fitness
Four years after acquiring the business, 3G Capital had managed to put Burger King back in growth mode. However, the Burger King brand itself was still lacking momentum and it was unclear if its celebrity-heavy ad campaign would work.
At the end of 2017, Disney announced it would acquire the majority of 21st Century Fox’s assets including its movie studio, TV production company, cable channels and regional sports networks. If approved, the deal would give Disney the scale and content to develop its own streaming service by 2019, when its contract with Netflix expired.
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Reference 6400
Published 30 Nov 2018
Topic Operations
Region Global
Industry Entertainment, Media Production
At the end of 2017, Disney announced it would acquire the majority of 21st Century Fox’s assets including its movie studio, TV production company, cable channels and regional sports networks. If approved, the deal would give Disney the scale and content to develop its own streaming service by 2019, when its contract with Netflix expired.
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key.
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Reference 6399
Published 28 Jun 2019
Topic Marketing
Region Global
Industry Food and Beverages Production
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key.
Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia.
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Reference 6397
Published 28 May 2018
Topic Strategy
Region Global
Industry Telecommunications
Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia.