Search results for: 'Market analysis'
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Credit Suisse: A tale of two banks DE1- 231-I
Credit Suisse, a leading Swiss banking institution in the private and investment banking sectors, had a poor performance after the financial crisis of 2008 and was trailing its global peers. The bank appointed Tidjane Thiam as the new CEO of the bank in July 2015, with the mandate to turn the bank around.
When Tidjane Thiam joined, Credit Suisse had a weak capital position, which prevented it to effectively compete. Additionally, the bank had some businesses which were “structural” loss-makers and hence a drag to the Group’s profitability and capital positions.
Even more important than the underperforming businesses and weak capital position, it was apparent that Credit Suisse was lacking a clear and consistent strategy. Private banking and investment banking businesses were operating to some extent as independent operations and the bank was not taking advantage of synergistic opportunities across its businesses.
The board asked the new CEO, Tidjane Thiam, to conduct a detailed strategic review, in closed collaboration with the Group Board, to restructure the bank. The case is centered on this strategic review and explains the position of the bank prior to the arrival of the CEO.
Academic Area:Strategy -
Expansión a nuevos mercados de parques temáticos el … DE1-225
In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:
- Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
- If new Ferrari parks do open, should they be located in developing or developed countries/regions?
- How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?
The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.
Academic Area:Strategy -
Expanding into new theme park markets: The case of F … DE1-225-I
In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:
- Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
- If new Ferrari parks do open, should they be located in developing or developed countries/regions?
- How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?
The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.
Academic Area:Strategy -
Mobike Unicorn GE1-141-I
The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.
The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration?
The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.
The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.
Academic Area:Strategy | Entrepreneurship | Marketing & Communications | Innovation -
Porsche: Beyond the Limits of Luxury? DE1-204-I-M
Porsche: Beyond the Limits of Luxury? is a highly visual and interactive multimedia that highlights the strategic challenges Porsche faced while growing the company’s business in two very distinct areas: the high-end and the lower-end of the automobile industry, with the launch of their the Spyder, an extreme sports car priced at over €750,000, and the launch of the Macan, the most affordable model to date, starting at just €48,000. Students will have an intimate look into Porsche and the situation they found themselves in in late 2013 with data from both public sources as well as Porsche and exclusive interviews with the automobile giant’s Head of Press & Public Relations of Porsche Ibérica.
The case is separated into 6 sections. In the first, Porsche’s Stance, learners are given context as to the situation the company finds itself in, including TV adverts, statistics and interviews. In the second section particpants will discover a short history of the brand. In the third and fourth sections, The Automobile Industry and The Luxury Automobile Industry, respectively, insight is given into the market Porsche finds itself in, heavily influencing their strategic decisions. In the case’s fifth section, Porsche Strategy 2018, the company’s growth strategy is broken down for analysis, with another interview supporting this information. Finally, in the last section, Growth Opportunity or Risky Move, particpants can see the final takeways from the professor and author of the case.
Throughout each section of the case learners will have quizzes testing their understanding of the themes and at the end have the option to view and print their responses via PDF.
Academic Area:Strategy -
Crowd2Fund in the Crowdfunding market of the UK DE1-218-I-M
This interactive case study analyses the crowdfunding market situation in the UK, and the current strategy of the company Crowd2Fund within this market.
The learner will have the possibility to analyze this high growth industry through the lens of the recently founded crowdfunding platform Crowd2Fund. In the interactive case, Crowd2Fund's CEO explains his views on the market as well as his views on the company's current strategy, where he analyzes the sector and its future and shows how his company was able to arrive at where it's currently at.
It is an opportunity for learners to strategically analyze the company, its future, how to approach it through the lens of whether this is a Winner-Take-All market or not, and how its competitive advantages can be leveraged in the medium term to ensure its sustainability.
In general terms, the case can be used to address platforms, their network externalities and the sustainability of competitive advantages.This case study can be used in the second part of a core strategy course of an MBA once students have already seen the basics of industry analysis, resources & capabilities and traditional generic strategies.
Academic Area:Strategy -
An app you can't refuse SI1-153-I-M
This multimedia case describes the situation of BigBangBox, a startup that creates edutainment apps. It shows the strategy followed by them in the launch of previous products. It also offers the necessary information about the markets of apps, to understand the importance of selecting the right strategy, with the business model and the promotion as keys to success.
After analyzing the new app, Mafia Business School, the student can decide the strategy for its launch. The student will have the opportunity of selecting an adequate business model and levels of promotion through the use of a simulator.
The case includes the participation of the founders, who tell the story of BigBangBox as a startup and confront the students with the dilemma of the launch of Mafia Business School. It is narrated through a comic, also known as a graphic story. It has a modern and functional design, including resources provided by the company to make the case more entertaining and fun.
The case study is mainly geared towards MBA and Master in International Management students. It can work in courses like Information Systems and IT & Innovation but also in Marketing and Strategy to show specific cases having to do with the world of apps, games and mobile devices. It can also be useful for students who are taking electives that have to do with digital marketing, mobile, digital business models, digital products or something similar as well as professionals in information systems and technology, marketing and digital communication programs.
Academic Area:Strategy | Entrepreneurship | Digital Technologies & Data Science -
MB&F, The management of creativity DE1-219-I
The case describes the foundation and development of Maximilian Busser and Friends (MB&F) a company that was established in Geneva with limited resources and was dedicated to manufacturing Horological Machines from its inception. One of the principal aims of the company was to produce the high-end watches that would be masterpieces, with limited edition.
MB&F is an example that illustrates how relevant it is to define a clear vision and idea of the product and the market and how to enter a closed and complex industry with limited resources. However, taking this creative approach in a traditional market was full of challenges.
Despite of these problems and challenges the company achieved a position as a player in the market. The case describes different reasons for that success, highlighting manufacturing, supply and distribution. Especially, the case remarks how the creativity approach best describes MB&F.
The case introduces a fundamental question for the company, particularly: if this success is sustainable or if MB&F represents a trendy product that will soon fade away.
Academic Area:Strategy | Entrepreneurship -
To go or not to go: Internationalisation of Crowd2Fu … DE1-210-I
The case describes the Crowdfunding Industry in the UK and how one of its leading companies, Crowd2fund, is trying to establish sustainable competitive advantages. The case also covers the decision of Crowd2fund about whether to internationalize their operations in Spain.
It is an opportunity for learners to strategically analyze the company, its future, how to approach it through the lens of whether this is a Winner-Take-All market or not, and how its competitive advantages can be leveraged in the medium term to ensure its sustainability.
In general terms, the case can be used to address platforms, their network externalities and the sustainability of competitive advantages.
This case can be used in the second part of a Core Strategy course of the MBA once students have already seen the basics of Industry Analysis, Resources & Capabilities and traditional Generic Strategies
Academic Area:Strategy
