HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeRoyal Barbados Bank (B)back to Strategy

Case Study

Royal Barbados Bank (B)

By Carlos Cordon, Winter Nie and Jarkko Murtoaro

5 pages

February 2007

Reference: IMD-3-1729

The overarching theme in the case is a systemic problem, limits to growth created by underinvestment in capacity. For teaching purposes, the case is divided into two parts, Episodes I and II. The first part primarily addresses the marketing side of the Group subsidiary, Royal Barbados Bank (RBB). The second part focuses on the operations side, but should also adopt a more comprehensive, strategic viewpoint, which integrates both the marketing and operations sides, and explore how the managerial issues at RBB are also representative of the prevailing managerial concerns on the RBB Group level.

Learning Objective

Recognizing and addressing limits of growth;Using operations management tools for guiding analysis and development; Understanding the importance of customer segmentation and using customer segmentation to address limits of growth.

Keywords

Banking, Customer Segmentation, Growth, Service Quality, Financial Services

Settings

January 2006

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Royal Barbados Bank (A)
Royal Barbados Bank (B)

This case study is part of a series

Royal Barbados Bank (A)
Royal Barbados Bank (B)

Keep reading

Article

Stakeholders and Strategy - Brain Circuits

Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...

Strategy Stakeholder Management

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD Brain Circuits

1 May 2025

Article

Repairing reputational damage: don’t go the way of Boeing

All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.

Case Study

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

Strategy Innovation

By Carlos Cordon, Antonio Di Brino, Jesper Fibiger, Frank Kristensen, Soniya Soniya and Alison End Fineberg

Article

Strategy Meets Execution - Supply Chain

10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.

Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

Article

Fakery and Falsehood - Prevention is Better Than Cure

It’s possible to immunize people against false or manipulated information through simple exercises that policymakers and platforms could easily roll out.

Strategy Communication

By Sander van der Linden

in I by IMD

10 April 2025

Article

How to build strategic agility with an intelligent organizational sensory system

In today’s fast-paced business environment, an intelligent organizational sensory system is your key to staying ahead. This system integrates tools, processes, and practices to monitor your environment, capture signals of change, and turn them int...

Strategy Agility

By Michael D. Watkins

in I by IMD Brain Circuits

7 April 2025

Article

How the EU can boost its sluggish competitiveness

The European Commission is once again focused on boosting Europe’s competitiveness, this time by integrating the bloc’s capital markets. The EU executive published a range of measures on March 19, aimed at unlocking the €11.6 trillion ($12.8 trill...

Competitiveness Economics Strategy

By Arturo Bris

in The National

5 April 2025

Article

Renchérissement de notre système de santé: Trois idées pour freiner l’explosion des coûts

The costs of the Swiss healthcare system are rapidly approaching the 100 billion franc mark per year. On November 24, Switzerland approved the reform of the uniform financing of healthcare (EFAS), with potential savings of 440 million francs per y...

Economics Strategy Crisis Management

By José Parra Moyano, Alix Rey, Urs Trinkner and Romain de Luze

in Le Temps

4 April 2025

Article

Are you using disequilibrium to capture the value of digital tools?

Michael R Wade gets tips on driving transformation at scale from Hamilton Mann, a top executive at leading French aerospace, defense, and cybersecurity company Thales.

Strategy Business Transformation

By Michael R. Wade

in I by IMD Brain Circuits

4 April 2025

Case Study

Your company (and your life) in the hands of an AI agent?

The case study introduces an original way of exploring the many questions and concerns around AI adoption in business. Based on a true story, it discusses the dilemma of AI implementation through Joe, the CIO of ParcelFlow. Joe is getting ready to...

Artificial Intelligence Digital Strategy

By José Parra Moyano and Alix Rey

Stakeholders and Strategy - Brain Circuits

By Paul Strebel Angeliki Papasava and Patrick Reinmoeller
in I by IMD Brain Circuits 1 May 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Stakeholder Management

Browse all topics

The price of innovation: Will Medacta compromise its DNA by embracing robotics?

By Carlos Cordon Antonio Di Brino Jesper Fibiger Frank Kristensen Soniya Soniya and Alison End Fineberg
Case reference: IMD-2663 ©2025

Summary

Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.

Reference IMD-2663

Organization Medacta Group

Industry Healthcare, Medical Device

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Innovation

Browse all topics