Case Catalogue

Case Catalogue

  • M. Frick (Melanie)
  • F. Lovison (Federico)
  • P. Tschirky (Pamela)
Thursday, 1 January 2015
A shared passion for outdoor adventures drove three young men in Switzerland to found TrekkSoft in 2010 – a company that offers an integrated software solution for online bookings in the tour and adventure segment – with the ambition to become a dominant player worldwide. Despite serving customers...
Trekksoft: sell direct everywhere cover
  • Y. Zhang (Ying)
  • S.Y. Yang (Sheng Yun)
Thursday, 1 January 2015
Chery Automobile Co., Ltd. is one of the few private automobile companies in China. Compared to state automobile companies, it lacks adequate resources and state support; compared to joint-venture brands, it cannot leverage popular and profitable international models. Despite these obstacles, Chery...
Chery Automobile: Chinese Firms catching up cover
Thursday, 1 January 2015
With procurement volume determining 75 to 80 per cent of costs, Airbus heavily depends on its supplier base of more than 1,000 key suppliers. In 2003, Airbus introduced the supplier portal eSupplyChain, which served as an electronic marketplace for all interactions with its suppliers. In 2008, this...
Airbus’s Supplier Portal: changing a business paradigm cover
  • F. Dittmar (Frederic)
  • R. Plötz (Roxana)
  • E.K. Török (Eszter Kata)
  • W. Hulsink (Wim)
Thursday, 1 January 2015
Abstract: It was in 2012 at the incubator Idea Manufactory in Budapest when Marcell, Daniel and Peter realized the potential of MiniBrake, a remote controlled brake system, which could be applied to children’s bikes. The main target groups were children between the ages of 2 and 5 and their parents....
Minibrake: retailing in Germany vs. Licensing in the U.S. cover
Thursday, 1 January 2015
Abstract: TransferGo is a company handling online money transfers founded by two Lithuanian young men in the U.K. in September 2012. Within the first two years of its existence, TransferGo made its mark in nearly every European country. In 2014 the founders felt that the time was right to take the...
Transfergo: chasing a billion Dollar dream cover
  • C. Antal (Csilla)
  • L. Baerlocher (Lorenz)
  • G. Giovannone (Giulia)
  • W. Hulsink (Wim)
Thursday, 1 January 2015
Abstract:Palo is a premium wooden eyewear brand tailored to a particular niche of nonconformist people inspired by high quality and innovative products linked to nature. Products manufactured in China are shipped to many countries around the world, with the main focus on the European market....
Palo cover
Friday, 1 August 2014

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?

Vanderlande Industries; Parcel & Postal Predicaments cover
  • S. Asmus (Sven)
  • D. Doll (Dominik)
  • T. Yue (Tao)
Friday, 1 August 2014

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.

The Power Game in Negotiation (1, 2 and 3) cover
Friday, 1 August 2014

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?

Corporate Venturing at Air France KLM cover
Friday, 1 August 2014

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?

The Path Towards A Service Provider: Service Marketing and Sales at VanderLande Industries cover