Search results
-
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
-
UFO Moviez - Gentle Disruption
Luo, Hong; Oberholzer-Gee, Felix; Chaturvedi, SaloniCase HBS-716447-EStrategyUFO Moviez is an Indian technology services provider that enables low-cost, digital delivery of films to cinemas. UFO's satellite-based technology enables a significantly wider release of films compared to traditional analog prints and standard, higher-resolution digital prints that must be transported physically. By 2015, 54% of all cinemas in India were using UFO's digital cinema system. UFO has achieved this without upsetting the industry's va...Starting at €8.20
-
CarMax: Disrupting the Used Car Market, Teaching Note
Luo, Hong; Wells, John R.Teaching Note HBS-718434-EStrategyTeaching Note for case 717506.Starting at €0.00
-
General Motors and Autonomous Vehicle Regulation
Luo, Hong; Yan, Esther; Tan, TaroCase HBS-718496-EStrategyStarting at €8.20
-
Innovate Safely-CT Scanners and Radiation Risk
Luo, Hong; Galasso, AlbertoCase HBS-719486-EStrategyStarting at €8.20
-
-
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
-
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
-
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
-
Redfin: Redefine Real Estate
Luo, Hong; Yu, HuafengCase HBS-718430-EStrategyFounded in 2004, Redfin envisioned a light-touch model in which clients self-served using the digitized platform in exchange for a significantly lower fee than traditional agents. Realizing the narrow appeal of its initial model, Redfin had made significant changes to its strategy while maintaining some key distinctive choices. As of 2016, Redfin served in more than 80 markets throughout the U.S., employed over 700 full-time agents, and had grown...Starting at €8.20