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Latest Case Studies
Case Study
Nespresso: Strategy reset for growth: The youth market (Abridged)

Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primarily of aging consumers, is likely to decline in the medium to long term. To compensate for the certain shortfall, the company needs to attract young coffee drinkers among Millennials and Generation Z, …

Marketing Strategy Sustainability
By Kamran Kashani and Goutam Challagalla
Case reference: IMD-7-2574, © 2024
Nespresso: Strategy reset for growth: The youth market (Abridged)
By Kamran Kashani and Goutam Challagalla
Case reference: IMD-7-2574 ©2024
Summary
Nespresso, the global leading brand in portioned coffee, is facing an existential threat. The company’s current market base, which consists primarily of aging consumers, is likely to decline in the medium to long term. To compensate for the certain shortfall, the company needs to attract young coffee drinkers among Millennials and Generation Z, whose consumption and values are significantly different from the current base. Management is being forced to reset its historically successful strategy for a new era when today’s young consumers will soon account for the bulk of the global coffee market.
Reference IMD-7-2574
Copyright ©2024
Copyright owner IMD Copyright
Organization Nespresso
Industry Consumer Goods, Coffee
Available Languages English
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Case Study
Ikea Belgium Welcome Home Project: From ad hoc to deep social impact

The case describes IKEA’s new approach to making an impact through IKEA Belgium’s “Welcome Home Project,” dedicated to assisting single-parent families. The idea for the program came about during a cross-functional brainstorming session and initially involved donating funds and furniture to centers and shelters supporting such families. The proj…

Social Innovation Sustainability
By Sophie Bacq and Valerie Keller-Birrer
Case reference: IMD 7-2549, © 2024
Ikea Belgium Welcome Home Project: From ad hoc to deep social impact
By Sophie Bacq and Valerie Keller-Birrer
Case reference: IMD 7-2549 ©2024
Summary
The case describes IKEA’s new approach to making an impact through IKEA Belgium’s “Welcome Home Project,” dedicated to assisting single-parent families. The idea for the program came about during a cross-functional brainstorming session and initially involved donating funds and furniture to centers and shelters supporting such families. The project evolved to engage IKEA co-workers who volunteered their expertise during working hours to help set up housing and shelters. Another dimension was added as the initiative gained momentum and IKEA began collaborating with numerous social welfare organizations, collectively working towards policy changes intended to create a fairer and more supportive environment for single-parent families. While the program achieved remarkable results, the journey was not without its share of challenges. Transitioning from traditional donations to more innovative collaborative approaches required courage, and the team encountered resistance and skepticism along the way. Some of the social welfare organizations questioned the authenticity of IKEA’s motives, sometimes assuming economic self-interest instead of altruism. Collaboration with organizations that were so fundamentally different from IKEA required perseverance. Despite the enthusiasm of the IKEA co-workers who volunteered to support the social welfare organizations, internal communication efforts to raise awareness about the program proved to be an ongoing challenge. Recognizing the potential for international inspiration, IKEA considered sharing insights within its network. Simultaneously, the local team contemplated the next steps for IKEA Belgium, aware of the potential for further impact.
Reference IMD 7-2549
Copyright ©2024
Copyright owner IMD Copyright
Organization IKEA
Industry Consumer Goods, Furniture
Available Languages English
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Case Study
Civilia Engineering: Cultivating value through a data-driven culture

No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform and prepare their infrastructure and culture for the AI age. This case study discusses the initiativ…

Digital Transformation Disruption Organizational Behavior Strategy
By José Parra-Moyano and Lisa Simone Duke
Case reference: IMD-7-2548, © 2024
Civilia Engineering: Cultivating value through a data-driven culture
By José Parra-Moyano and Lisa Simone Duke
Case reference: IMD-7-2548 ©2024
Summary
No company can grasp the potential of AI until it has set up a data-driven culture enabling employees to create value from the insights that emerge from data analysis. This means that before setting up an AI strategy, organizations must transform and prepare their infrastructure and culture for the AI age. This case study discusses the initiatives developed and rolled out by Marianne Galvin, initially Head of Data Office and then VP of Digital Transformation, as she worked to turn Civilia Engineering into a data-driven company. The case explores what Marianne put in place over her first 22 months with the company. This included: Governance structures and an educational program that proved to be highly popular. As the initiatives took root, Marianne and her team began to gain acceptance of use cases and dashboards for data-driven decision making but there were still several challenges to overcome, in particular how to work with an IT team more focused on architecture and improving legacy systems. The case closes as Marianne looks ahead to 2024, outlining what still needs to be done to gain digital and data maturity. The case provides a comprehensive understanding of the critical aspects of building a data-driven organization, particularly focusing on the interplay between value, data, and people. Through this case, learners will develop a nuanced understanding of the three pillars that sustain data-driven organizations, how to create a data-centric culture, how to avoid pitfalls in data-science projects and the nuances of digital transformation in non-digital organizations. They will be equipped with the knowledge and skills necessary to effectively lead and contribute to the building of data-driven organizations, fostering an environment that embraces data-centric decision-making and successfully navigates the complexities of digital transformation in an increasingly data-driven world.
Reference IMD-7-2548
Copyright ©2024
Copyright owner IMD Copyright
Organization Civilia Engineering (Disguised)
Industry Construction and Engineering, Civil Engineering
Available Languages English
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Case Study
Human error, crisis management and business continuity: Flight KE007

In 1983, Korean Air Lines Flight KE007, a Boeing 747, suffered a tragic fate that claimed the lives of all 269 passengers and crew. Against the backdrop of Cold War tensions, the aircraft experienced an autopilot failure and veered significantly off course into Soviet airspace. The crew’s missteps led to a series of misinterpretations because th…

General Management Leadership Organizational Behavior Geopolitics Crisis Management
By Sameh Abadir and Marc Chauvet
Case reference: IMD-7-2551, © 2024
Human error, crisis management and business continuity: Flight KE007
By Sameh Abadir and Marc Chauvet
Case reference: IMD-7-2551 ©2024
Summary
In 1983, Korean Air Lines Flight KE007, a Boeing 747, suffered a tragic fate that claimed the lives of all 269 passengers and crew. Against the backdrop of Cold War tensions, the aircraft experienced an autopilot failure and veered significantly off course into Soviet airspace. The crew’s missteps led to a series of misinterpretations because there was a lack of awareness of geopolitical intricacies and technological constraints. Confusion was triggered as a result of Flight KE007 entering Soviet territory during a heightened state of alert for a missile test, miscommunications, and a malfunctioning radar system. Soviet fighter jets, unable to establish communication, fired warning shots. When Flight KE007 sought altitude clearance, in accordance with its flight plan, this maneuver was misread as evasion and the Soviet military launched a missile that downed the aircraft. Post-incident, the Soviets maintained secrecy, attributing the intrusion to ongoing provocations. However, this catastrophe was the catalyst for pivotal advancements in air safety. The Reagan administration pledged to introduce GPS for civil aviation by 1988, which would afford precise global positioning. Interim measures included the extension of US military radar coverage and the establishment of a joint air traffic control system in 1986, with the Soviet Union monitoring civilian air traffic over the North Pacific. The narrative unfolds at the intersection of aviation, politics and global security in the early 1980s. Beyond technical and human factors, it underscores the profound impact of international relations and the subsequent strides in air safety emerging from this poignant chapter in aviation history.
Reference IMD-7-2551
Copyright ©2024
Copyright owner IMD Copyright
Organization Korean Airlines
Industry Travel and Leisure, Airlines and Aviation
Available Languages English
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Case Study
How Fuchs built a future ready China strategy

The case describes the strategic evolution of FUCHS China under the leadership of Zhu Qingping as the company transformed into a vital contributor to the global FUCHS2025 strategy. With 30 years’ experience in the automotive industry, Zhu leveraged his expertise to navigate FUCHS China through the complexities of a rapidly evolving market, amids…

Global Business China Business to Business
By Mark J. Greeven and Wei Wei
Case reference: IMD-7-2543, © 2024
How Fuchs built a future ready China strategy
By Mark J. Greeven and Wei Wei
Case reference: IMD-7-2543 ©2024
Summary
The case describes the strategic evolution of FUCHS China under the leadership of Zhu Qingping as the company transformed into a vital contributor to the global FUCHS2025 strategy. With 30 years’ experience in the automotive industry, Zhu leveraged his expertise to navigate FUCHS China through the complexities of a rapidly evolving market, amidst geopolitical fragmentation and the challenges posed by Covid-19. FUCHS China, representing a significant portion of the FUCHS Group’s revenue and profits, was at the forefront of adopting innovative product strategies. The case focuses on the development and implementation of the “5S” and “360-degree” solutions. These strategic initiatives enabled FUCHS China to offer specialized, high-tech products (5S) while comprehensively meeting customer needs (360). The case further highlights the company’s market approach, emphasizing the importance of segmentation and the “3L” Localization strategy. This approach not only tailored FUCHS China’s offerings to specific market segments but also enhanced its operational efficiency and responsiveness to local market dynamics. A key element of FUCHS China’s strategy was the development of its team, particularly through the innovative “Huangpu Class” initiative, which focused on nurturing segment leaders and building a robust leadership pipeline. Finally, the case also features FUCHS China’s unique culture, a blend of proactive, performance-driven ethos balanced with German precision and Chinese flexibility. This cultural synthesis was instrumental in fostering a self-driven and adaptable workforce, capable of navigating the challenges and opportunities in China’s lubricant market. Concluding with a forward-looking perspective, the case provides insights into how FUCHS China, under Zhu’s visionary leadership, positioned itself as a future-ready player, ready to tackle the upcoming challenges and seize new opportunities in the global lubricant industry.
Reference IMD-7-2543
Copyright ©2024
Copyright owner IMD Copyright
Organization Fuchs Group
Industry Manufacturing, Chemicals
Available Languages English
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Case Study
How Fuchs drives autonomy at scale to win in a fragmented world

In a world where agility and global foresight are crucial for business survival and growth, the FUCHS case presents a compelling narrative of transformation. This case study follows FUCHS, a leading global lubricant company, on its journey to navigate the complexities of a rapidly changing business environment while staying true to its decentral…

China Business to Business Global Business Strategy
By Mark J. Greeven and Wei Wei
Case reference: IMD-7-2539, © 2024
How Fuchs drives autonomy at scale to win in a fragmented world
By Mark J. Greeven and Wei Wei
Case reference: IMD-7-2539 ©2024
Summary
In a world where agility and global foresight are crucial for business survival and growth, the FUCHS case presents a compelling narrative of transformation. This case study follows FUCHS, a leading global lubricant company, on its journey to navigate the complexities of a rapidly changing business environment while staying true to its decentralized roots. The story unfolds from the company’s humble beginnings, detailing how FUCHS has grown into a global player under the stewardship of CEO Stefan Fuchs. It emphasizes the challenges of operating in a fragmented market and the need to embrace new global forces, such as digitalization, sustainability and evolving customer expectations. The case highlights the strategic pivot FUCHS makes when it created its first ever corporate strategy, “FUCHS2025,” marking a significant shift in the company’s approach to global market dynamics. A central theme of the case is how FUCHS rethinks its matrix organization and implements agile networks. This strategic move illustrates how FUCHS balances its traditionally decentralized structure with a growing need for global integration and efficiency. The case details the intricacies of these networks, particularly focusing on HR, to show how FUCHS harnesses the power of cross-functional collaboration and shared leadership. Readers of the case will gain a comprehensive understanding of how a traditional, family-led business can successfully adapt to global trends and internal challenges. It’s a tale of strategic evolution, highlighting the delicate balance between maintaining core values and innovating to stay competitive in a fragmented world. The FUCHS case is not just a story of a company, but a blueprint for businesses facing similar global challenges, demonstrating how to win in a decentralized yet interconnected market landscape.
Reference IMD-7-2539
Copyright ©2024
Copyright owner IMD Copyright
Organization Fuchs Group
Industry Manufacturing, Chemicals
Available Languages English
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Case Study
Thales: Digital sales enablement with ContentFlix

The case explores the efforts of Hamilton Mann, Group VP, Global Digital Marketing & Digital Transformation at Thales, to build a sales enablement platform as part of Thales’ larger digital transformation. “ContentFlix” aimed to be a one-stop sales enablement platform bringing together content for presentations and sales pitches and integrating …

Digital Transformation Business to Business Marketing Strategy
By Didier Bonnet, Michael R. Wade and Lisa Simone Duke
Case reference: IMD-7-2460, © 2024
Thales: Digital sales enablement with ContentFlix
By Didier Bonnet Michael R. Wade and Lisa Simone Duke
Case reference: IMD-7-2460 ©2024
Summary
The case explores the efforts of Hamilton Mann, Group VP, Global Digital Marketing & Digital Transformation at Thales, to build a sales enablement platform as part of Thales’ larger digital transformation. “ContentFlix” aimed to be a one-stop sales enablement platform bringing together content for presentations and sales pitches and integrating solutions from across the business. Thales’ key account teams were used to operating in silos and via face-to-face interactions. Similarly, marketing and sales were distant and did not work together as effectively and seamlessly as they could. ContentFlix was intended to break down those silos and encourage collaboration between the company’s different businesses and marketing and sales teams. Mann’s team had launched ContentFlix quietly, tackling each implementation challenge as it came, and adoption had been steady. The Covid pandemic changed everything. Enforced lockdowns meant that remote cooperation between units became the only way to do business. The platform’s adoption accelerated beyond Mann’s expectations and continued to grow post-pandemic. The case explores how the team planned the platform, supported its rollout across Thales and continued to build it throughout the pandemic and beyond. The case explores in rich detail the obstacles and challenges as well as the successes Mann and his team face. The case closes with the rise of generative AI (GenAI). The team starts to consider where GenAI could enhance ContentFlix. What possibilities were there to take the platform to its next stage of development?
Reference IMD-7-2460
Copyright ©2024
Copyright owner IMD Copyright
Organization Thales
Industry Manufacturing;Information Technology, Information Services;Manufacturing, Aerospace and Defense
Available Languages English
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Case Study
UniMag: Quality of life on paper, on air and online

Terry Burns launched UniMag in 2007 and went on to develop its ecosystem of affiliated companies over several years. As most media were rapidly shifting online, UniMag established its brand as a high-profile magazine with a counter-intuitive focus on high-quality print and journalism. Since then, digitalization has increasingly shaped the media …

Strategy Disruption Entrepreneurship General Management
By Patrick Reinmoeller
Case reference: IMD-7-2540, © 2024
UniMag: Quality of life on paper, on air and online
By Patrick Reinmoeller
Case reference: IMD-7-2540 ©2024
Summary
Terry Burns launched UniMag in 2007 and went on to develop its ecosystem of affiliated companies over several years. As most media were rapidly shifting online, UniMag established its brand as a high-profile magazine with a counter-intuitive focus on high-quality print and journalism. Since then, digitalization has increasingly shaped the media landscape, opening many opportunities for Burns. By 2023 digital activities most effectively drive the business of the many affiliated companies in UniMag’s ecosystem. In contrast, its print magazine sales have stalled, and costs keep growing. Burns and her team must make a strategic decision: What to do and what to stop? Where to perform and where to transform? In the context of a transforming media industry, the case illustrates how to set strategic direction in the face of disruptive forces in order to drive change and open opportunities.
Reference IMD-7-2540
Copyright ©2024
Copyright owner IMD Copyright
Organization UniMag (Disguised)
Industry Media
Available Languages English
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Case Study
STADA: Sustaining agility and entrepreneurship in a fast-growing pharma company

Peter Goldschmidt became the CEO of pharmaceuticals company STADA in 2018. He was a firm believer in culture as a driving force – and a predictor – of organizational performance and competitiveness. A year earlier, two private equity funds had become majority owners of the “old” STADA – essentially a loose, decentralized network of country opera…

Organizational Behavior Entrepreneurship Human Resources Leadership
By John R. Weeks and Martin Králik
Case reference: IMD-7-2453, © 2024
STADA: Sustaining agility and entrepreneurship in a fast-growing pharma company
By John R. Weeks and Martin Králik
Case reference: IMD-7-2453 ©2024
Summary
Peter Goldschmidt became the CEO of pharmaceuticals company STADA in 2018. He was a firm believer in culture as a driving force – and a predictor – of organizational performance and competitiveness. A year earlier, two private equity funds had become majority owners of the “old” STADA – essentially a loose, decentralized network of country operations. After taking the helm, Goldschmidt made building a growth culture one of the strategic pillars aimed at transforming the company into a leader in consumer health, global generics and specialty pharma. As a major lever to achieve that vision, the CEO put forward four core values to define the new, aspirational brand of STADA’s culture: agility, entrepreneurship, integrity and “one STADA.” In its quest for agility, resilience and speed, STADA’s leadership recognized the need for an ambitious transformation that would improve collaboration to leverage learning, talent and technology, while centralizing some processes and reducing duplication and waste. Amid the Covid pandemic, in March 2020, STADA reported the highest production output in the group’s 125-year history. By 2022, the company was well on its way to achieving the owners’ growth objectives of becoming a strong, well-run organization. In a short span of five years, between 2018 and 2023, STADA built a platform that should allow the business to scale to five times its current size.
Reference IMD-7-2453
Copyright ©2024
Copyright owner IMD Copyright
Organization Stada Arzneimittel
Industry Healthcare, Pharmaceuticals
Available Languages English
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Case Study
Galeneo Health: Scaling the hospital@home platform

MADRID (SPAIN), MARCH 2023. Jaime Garcia-Prieto, founder and CEO of Galeneo, was polishing the deck for the fundraising for his healthcare start-up. The seed round of €1 million would take him to the institutional A round scheduled for Q3-2024, a comfortable 18-month+ runway. His proposal to decentralize healthcare through a tech-enabled hospita…

Digital Transformation Disruption Entrepreneurship Operations Sustainability
By Benoit F. Leleux
Case reference: IMD-7-2496, © 2023
Galeneo Health: Scaling the hospital@home platform
By Benoit F. Leleux
Case reference: IMD-7-2496 ©2023
Summary
MADRID (SPAIN), MARCH 2023. Jaime Garcia-Prieto, founder and CEO of Galeneo, was polishing the deck for the fundraising for his healthcare start-up. The seed round of €1 million would take him to the institutional A round scheduled for Q3-2024, a comfortable 18-month+ runway. His proposal to decentralize healthcare through a tech-enabled hospital@home platform offered the solution people were looking for not only in Spain but also in most advanced economies. According to a recent Economist article, the NHS, like many healthcare systems, had become a sickness service, not a health service. To live up to the promise of its name would require a shift in focus, away from hospitals to the community, from centralized treatment to community-based prevention and bedside medicine. In other words, health systems needed to be investing in smoke alarms, not fire extinguishers. In 2020, as the Covid pandemic began, Jaime envisioned the future of in-home care for patients with chronic treatment needs. In 2021, he embarked on developing a platform to coordinate bedside medical care anywhere, anytime, in minutes. Galeneo was born. By 2023, it had integrated 200+ healthcare providers (HCPs) and 11+ institutional partners in the Madrid region, enabling the provision of general high-value services outside hospital. Revenues of €1.6 million in 2023 were expected, with a growth rate of about 8% every month and net profit breakeven reached in February. Things looked positive, but there were issues around scaling fast – although Jaime had found solutions. To counter the limited availability of qualified healthcare workers, he developed the Galeneo Academy to train future in-home bedside specialists. Tech-enabled standardization reduced operational complexity through an easy-to-use app and included real-time monitoring and quality control. Finally, the whole concept of community-based bedside medicine was still nascent, which meant market participants needed to adopt original approaches. But it was a large market with great potential.
Reference IMD-7-2496
Copyright ©2023
Copyright owner IMD Copyright
Organization Galeneo
Industry Healthcare, Health and Medical Services
Available Languages English
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Case Study
Robert Kuok: The century-old Asian legend without a clear succession plan

Robert Kuok is a prominent Malaysian entrepreneur and the founder of the Kuok Group. He has led the Kuok Group to become one of Asia’s most dynamic multinational conglomerates, with publicly listed companies scattered across Hong Kong, Singapore, and Malaysia, complemented by a web of privately held companies. However, in 2023, the 100-year-old …

Family Business Human Resources Entrepreneurship
By Marleen Dieleman and Phuong Thao Pham Thi
© 2024
Robert Kuok: The century-old Asian legend without a clear succession plan
By Marleen Dieleman and Phuong Thao Pham Thi
©2024
Summary
Robert Kuok is a prominent Malaysian entrepreneur and the founder of the Kuok Group. He has led the Kuok Group to become one of Asia’s most dynamic multinational conglomerates, with publicly listed companies scattered across Hong Kong, Singapore, and Malaysia, complemented by a web of privately held companies. However, in 2023, the 100-year-old …
Copyright ©2024
Copyright owner External Copyright
Organization Kuok Group
Available Languages English
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Case Study
Solutech: The expansion challenge

The case documents the early struggles, the growth phase and the success of Solutech, a start-up company developing software for salesforce automation. The company has to decide on product portfolio expansion, a strategy for geographical expansion, and whether or not to accept external funding to accelerate growth.

Strategy Business to Business General Management
By Leif M. Sjöblom and Liesbeth Bakker
Case reference: IMD-7-2424, © 2023
Solutech: The expansion challenge
By Leif M. Sjöblom and Liesbeth Bakker
Case reference: IMD-7-2424 ©2023
Summary
The case documents the early struggles, the growth phase and the success of Solutech, a start-up company developing software for salesforce automation. The company has to decide on product portfolio expansion, a strategy for geographical expansion, and whether or not to accept external funding to accelerate growth.
Reference IMD-7-2424
Copyright ©2023
Copyright owner IMD Copyright
Organization Solutech
Industry Information Technology, Computer Software
Available Languages English
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Case Study
Sustainability transformation at SITA

Aiming to blaze the trail that would lead the air travel industry out of the pandemic, SITA decided to reshuffle and renew its credit facilities. In the process, it established that sustainability – particularly ESG factors – would play an increasingly critical role in the financing of the struggling aviation sector. Negotiating a sustainability…

Finance Sustainability
By Salvatore Cantale and Martin Králik
Case reference: IMD-7-2452, © 2023
Sustainability transformation at SITA
By Salvatore Cantale and Martin Králik
Case reference: IMD-7-2452 ©2023
Summary
Aiming to blaze the trail that would lead the air travel industry out of the pandemic, SITA decided to reshuffle and renew its credit facilities. In the process, it established that sustainability – particularly ESG factors – would play an increasingly critical role in the financing of the struggling aviation sector. Negotiating a sustainability-linked revolving credit facility (RCF) that connected specific ESG targets to potential pricing benefits proved to be an opportunity for SITA’s executives to (1) draw on and gauge the impact of SITA’s established credentials and experience in areas that included carbon-neutral certification and accessing alternative sources of funding such as Schuldschein; (2) alleviate financial risk for airlines (as SITA members); and (3) kickstart a broader, organization-wide change process led by Finance and Treasury, of ESG learning, data collection (encompassing scope 2 and 3) and building a culture of sustainability. Although the purely economic gains of ESG compliance for SITA might be modest overall, several positive links emerged. They include those between meeting ESG targets and obtaining priority access to funding, better compliance with regulatory requirements, increased customer loyalty and employee productivity, and improved firm value and financial performance.
Reference IMD-7-2452
Copyright ©2023
Copyright owner IMD Copyright
Organization SITA
Industry Information Technology;Services, Telecommunications;Travel and Leisure, Airlines and Aviation
Available Languages English
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Case Study
The rise and fall of Byton

Byton was a Chinese electric vehicle company founded in 2016 with the goal of developing affordable, connected EVs. Daniel Kirchert, a seasoned automotive industry executive with extensive experience in luxury cars in China, was invited to join the start-up. With Daniel’s leadership and vision, Byton quickly became one of the most talked-about s…

Entrepreneurship China Leadership
By Mark J. Greeven and Yunfei Feng
Case reference: IMD-7-2473, © 2023
The rise and fall of Byton
By Mark J. Greeven and Yunfei Feng
Case reference: IMD-7-2473 ©2023
Summary
Byton was a Chinese electric vehicle company founded in 2016 with the goal of developing affordable, connected EVs. Daniel Kirchert, a seasoned automotive industry executive with extensive experience in luxury cars in China, was invited to join the start-up. With Daniel’s leadership and vision, Byton quickly became one of the most talked-about start-ups in the EV industry. The company raised around $700 million in funding from prominent investors such as FAW Group, Qidian Holdings and CATL, and secured partnerships with suppliers and strategic partners to support its innovative designs and technology. Byton’s first car model, the M-Byte, was unveiled at the 2019 Consumer Electronics Show (CES). However, despite the initial success and buzz, Byton faced financial difficulties and began experiencing delays in bringing the M-Byte to market. In early 2020, Byton entered bankruptcy proceedings due to a lack of cash flow and the impact of the Covid-19 pandemic on the global economy. Daniel left Byton for another career.
Reference IMD-7-2473
Copyright ©2023
Copyright owner IMD Copyright
Organization Byton
Industry Automotive, Automobiles
Available Languages English
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Case Study
Introduction to prompt engineering for executive program participants

A compact, comprehensive guide on how to engineer prompts for Large Language Models (LLMs). It provides guidance on how to skillfully craft prompts to harness AI’s capabilities in analysis, decision-making, and strategy formulation. The goal it to help participants in business school programs master the art and science of techniques to transform…

General Management Leadership Strategy Artificial Intelligence
By Michael D. Watkins
Case reference: IMD-7-2542, © 2023
Introduction to prompt engineering for executive program participants
By Michael D. Watkins
Case reference: IMD-7-2542 ©2023
Summary
A compact, comprehensive guide on how to engineer prompts for Large Language Models (LLMs). It provides guidance on how to skillfully craft prompts to harness AI’s capabilities in analysis, decision-making, and strategy formulation. The goal it to help participants in business school programs master the art and science of techniques to transform AI interactions into valuable business insights.
Reference IMD-7-2542
Copyright ©2023
Copyright owner IMD Copyright
Available Languages English
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Case Study
Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)

By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company de…

Sustainability Digital Strategy
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2526, © 2023
Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2526 ©2023
Summary
By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company described itself as having a “a circular business model” and being “one piece of the puzzle in circularity.” Vestiaire’s leaders estimated that buying a used garment extended its life by 2.2 years, on average, reducing its environmental footprint by 90%. In addition, 82% of items bought on Vestiaire were believed to have replaced a first-hand purchase. Furthermore, Vestiaire was the first fashion resale platform to ban ultra-fast fashion. The company was also one of the first marketplaces to insert itself as a trustworthy middleman by authenticating the items for sale. Nevertheless, the fashion resale market was seeing significant consolidation, suggesting that only the biggest and fittest would survive. As of April 2023, Vestiaire Collective was still not profitable. Selling pre-worn clothes online remained a challenging process where every item must be sorted, priced, photographed and described in a listing. Against this backdrop, what were Vestiaire Collective’s best bets to achieve profitability? Importantly, should luxury brands venture into this territory – and if so, how?
Reference IMD-7-2526
Copyright ©2023
Copyright owner IMD Copyright
Organization Vestiaire Collective
Industry Consumer Goods, Luxury Goods and Jewelry;Consumer Goods, Apparel and Fashion
Available Languages English
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Case Study
Patagonia: Can circularity and sustainability win together? (Mini case)

Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create …

Sustainability Operations Strategy
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2525, © 2023
Patagonia: Can circularity and sustainability win together? (Mini case)
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2525 ©2023
Summary
Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create products that would never end up in a landfill. The main tenets of the company’s approach were called the five Rs. Reduce: Don’t buy what you don’t need. Repair: Fix items that still have life in them. Reuse: Sell or pass clothing on. When you’ve exhausted those options: Recycle. The last tenet, Reimagine, was a pledge to “take only what nature can replace.” Early on, Patagonia executives began investigating how they could encourage customers to reuse older clothing items that were not worn or no longer fit. Nevertheless, studies on textile circularity in general have pointed out that the practice has yet to establish sustainable economies. Large-scale reuse, repair and recycling have typically been hindered by high transportation, labor and processing costs as well as the decreasing quality and cost of new products. Furthermore, notwithstanding its status as the clothing industry’s beacon of sustainability – and billing itself as “in business to save our home planet” – Patagonia has never shied away from pursuing a high-growth, for-profit business model.
Reference IMD-7-2525
Copyright ©2023
Copyright owner IMD Copyright
Organization Patagonia
Industry Consumer Goods, Apparel and Fashion
Available Languages English
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Case Study
Pandora: Mastering the success factors of circular supply chains (Mini case)

Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain i…

Sustainability Global Business Operations
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2524, © 2023
Pandora: Mastering the success factors of circular supply chains (Mini case)
By Stéphane J. G. Girod and Martin Králik
Case reference: IMD-7-2524 ©2023
Summary
Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain in its own right. It also came with its own set of carbon impacts and environmental protection requirements. Could Pandora overcome the many constraints in operationalizing a viable circular model for silver and gold?
Reference IMD-7-2524
Copyright ©2023
Copyright owner IMD Copyright
Organization Pandora
Industry Consumer Goods, Luxury Goods and Jewelry
Available Languages English
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Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Sony Honda Mobility: A joint venture between two iconic Japanese brands

In March 2022 Sony and Honda signed a memorandum of understanding to establish a joint venture to develop an electric vehicle that would combine Honda’s car-building expertise with Sony’s skillset in imaging, sensors, communication, networking and entertainment technologies for the vehicle’s travel and service platform. Despite being a leading p…

Strategy General Management Social Innovation Sustainability Future Readiness
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2480, © 2023
Sony Honda Mobility: A joint venture between two iconic Japanese brands
By Kazuo Ichijo and Yunfei Feng
Case reference: IMD-7-2480 ©2023
Summary
In March 2022 Sony and Honda signed a memorandum of understanding to establish a joint venture to develop an electric vehicle that would combine Honda’s car-building expertise with Sony’s skillset in imaging, sensors, communication, networking and entertainment technologies for the vehicle’s travel and service platform. Despite being a leading player in the automotive industry for decades, Honda had recently fallen behind its competitors in one crucial area – the development of EVs. Sony, while successful in image sensor and content IP, had also entered the EV market. Given the competitive landscape of EVs, it was not surprising, in view of the two giants’ complimentary expertise, that they decided to cooperate and establish Sony Honda Mobility. The newly formed joint venture had a bold purpose: “Move people, through the pursuit of innovation with diverse inspirations.” In January 2023 Sony Honda Mobility unveiled the world premiere of its prototype electric car − the Afeela – in Las Vegas at the Consumer Technology Association’s annual trade event, CES. With plans to hit the North American market in 2026, the Afeela was set to revolutionize the way people perceive electric mobility.
Reference IMD-7-2480
Copyright ©2023
Copyright owner IMD Copyright
Organization Sony Honda Mobility
Industry Automotive, Electric Vehicles
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications