Search results
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ENGIE: Strategic Transformation of an Energy Conglomerate
Reichelstein, S; Schifrin, DCase SGSB-SM256-EStrategyIn 2016, the €75 billion French multinational energy conglomerate ENGIE was massively transforming its strategic and operational imperatives toward renewable energy. The 200-year old company owned Europe’s biggest natural gas pipeline and was a major global producer and supplier of natural gas and other energy sources. ENGIE had announced the transformation in 2014—following a sharp drop in global fossil fuel prices—viewing it as the beginning of...Starting at €8.20
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Keroche (E): Considering Additional Capacity
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCase HBS-720394-EStrategyThis case describes Keroche's growth after entering the beer business in 2008. Although the company was operating at full capacity and not able to fulfill all of its orders, Tabitha Karanja had set a goal of growing Keroche's share of the Kenyan beer market from slightly over 1% to 20%. In 2010, Tabitha Karanja had invested US$2.5 million in a PET bottling line to increase capacity of Keroche's vodka drinks. However, in 2010, the government had p...Starting at €5.74
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Keroche (F): Success and Future Growth Plans
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCase HBS-720395-EStrategyThis case describes Keroche co-founder Tabitha Karanja's 2012 decision to invest in additional production capacity. In November 2012, with a loan from Barclay's bank, Keroche began constructing a new state-of-the-art beer brewery using German technology. The new plant, completed in March 2015, greatly increased Keroche's beer production capacity. The company also made investments to increase capacity for its Viena Ice and Crescent vodka drinks. T...Starting at €5.74
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Basware in 2013: Transistion to Software as a Service
Burgelman, R; Schifrin, DCase SGSB-SM219-EStrategyIn 2013 Basware, the Finland-based e-invoice operator and Enterprise Resource Planning (ERP) software vendor, was going through a large and critical transition: moving from selling and installing licensed software to selling Software as a Service (SaaS). Basware, which sold automated Purchase-to-Pay solutions for Business-to-Business to 2,000 Nordic and global clients, was responding to a sharp decline in those sales in the previous few years; mo...Starting at €8.20
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Deutsche Telecom in 2016: Driving Disruption from within the Industry
Burgelman, R; Schifrin, DCase SGSB-SM255-EStrategyIn 2016, Deutsche Telekom’s CEO Tim Höttges was steering the €69 billion telecom incumbent in new directions and seeking to disrupt the industry from within. The company’s tagline was “Life is For Sharing.” Its goal was to be Europe’s leading digital communication services company that was most trusted by consumers and business customers for safely sharing content. Höttges wanted to achieve this by having the best network, the best service, the b...Starting at €8.20
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Xiamoni's Globalization Strategy and Challenges
Burgelman, R; Gang, Zhang, Yanting, Fuo; Schifrin, DCase SGSB-SM262-EStrategyXiaomi, the Chinese smartphone company founded in 2010, had quickly become an industry leader in the Chinese market. By 2016 it had started to expand internationally, and this case lays out the company’s globalization strategies and challenges moving forward. Hugo Barra, a top Android executive, had left Google a few years earlier to lead Xiaomi’s international growth. Xiaomi’s founder and CEO, Lei Jun, said the company’s ultimate goal was “makin...Starting at €8.20
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Zynga and the Launch of Farmville
Goldberg, A; Schifrin, DCase SGSB-SM239-EStrategyIn June 2009, the online gaming company Zynga launched the free social game Farmville on Facebook, which set a new record by reaching one million Daily Active Users four days after launch, skyrocketing to 30 million in six months. The case takes an inside look at how Zynga created FarmVille in just six weeks, including the important strategic and technical decisions Zynga made, the sometimes tense team dynamics, and the challenges Zynga’s founder...Starting at €8.20
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Keroche (A): Fighting for Share in the Kenyan Alcoholic Drinks Market
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCase HBS-720390-EStrategyThis case discusses the challenges faced by Kenyan alcoholic drinks producer Keroche Industries Limited in 2003, when the Kenyan government accused the company of manufacturing and selling substandard alcoholic drinks, revoked its liquor licenses, and shut down its manufacturing facility. At the same time, the multinational East Africa Breweries Limited (EABL) was planning to enter the same low-income market as Keroche. The husband and wife duo T...Starting at €8.20
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Keroche (B): Considering Entry into the Kenyan Beer Market
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCase HBS-720391-EStrategyThis case discusses the situation of the Kenyan alcoholic drinks producer Keroche in July 2004, when co-founder Tabitha Karanja was debating whether to enter the Kenyan beer market. Doing so would mean direct competition with the multinational EABL in an industry and market where Keroche had no experience. It would also require significant investments in manufacturing capacity, technology, and marketing. The case asks whether Tabitha Karanja shou...Starting at €5.74
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Keroche (C): The Excise Tax Increase
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCase HBS-720392-EStrategyThis case discusses the Kenyan government's decision to increase excise taxes on wines in 2007. The tax increase would cause an average increase in price of 367% on Keroche's fortified wines. Meanwhile, Keroche's competitor EABL had effectively lobbied the government for its Senator beer to receive a zero-tax rating. Since Keroche's wines targeted low-income consumers, Tabitha Karanja knew they would no longer be able to buy its products after th...Starting at €5.74