Facing increasing pressure from new market entrants offering faster and cheaper solutions, Vanderlande Industries had to alter its customer-driven approach, towards a more efficient, modular and standardised approach. The Deutsche Post DHL projects were its first major success in making such a transition. Hoping to replicate that success on a much larger scale, Vanderlande was aware that it had to first address its infrastructure, organised entirely around customer-specific projects. Was there a way for Vanderlande to combine cost efficiency and customer attentiveness?
The Hamburg-based family business, Schultz & Co, is negotiating a large contract with the multinational firm, Nordic Wind Company, a major player in the wind power installation market. This three-stage, two-party negotiation simulation engages students in a power game, and helps them understand the dynamics of relationship and influence. It also provides a calculation mechanism that incorporates a cash evaluation for negotiation outcomes.
Air France KLM was confronted with two potential investment opportunities: 1) startup ALPHA that offered innovative electronic smart cards and tags targeted at the aviation industry and, 2) startup BETA that had developed an innovative solution to generate wind power with glider planes. Both opportunities met the initial investment criteria but each had a distinctive value proposition. Which should Air France KLM choose to invest in?
The ambition of the seasoned manufacturing firm, Vanderlande Industries, was to commercialise services on a larger scale, with the aim of becoming a full-service provider. But the company had neither enough knowledge about its customers to make itself indispensible to their value chains, nor sufficient internal support on the work floor, to pull the transition off. How could Vanderlande prepare itself to catch the tailwinds towards further growth of its service business, without compromising its traditional business?