Cas pédagogiques

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GRAMEEN DANONE FOOD LIMITED (B): New Directions

Jean-Loup ARDOIN, F. DALSACE, B. GARRETTE, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles.
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Mots clés : Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.

GRAMEEN DANONE FOOD LIMITED (C): Update

Jean-Loup ARDOIN, F. DALSACE, B. GARRETTE, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles.
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Mots clés : Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.

Mercatronic International: Plan marketing 2012 – 2015

M. BADOC

2012

La société Mercatronic International, leader en France dans son domaine, charge son directeur du marketing de proposer un plan marketing de développement à 5 ans afin de mener une offensive sur le marché allemand. A partir d'un ensemble de documents figurant dans le cas, il lui est demandé de dresser un diagnostic de ce marché et de faire des propositions concrètes : stratégie choisie, cibles privilégiées, objectifs, moyens (« marketing mix »), organisation commerciale pour l'Allemagne, réforme des relations commerciales entre la filiale allemande et la division internationale France (prix de cession, contrôle, etc.).

Mots clés : Cas d'examen , Cas de synthèse , Plan marketing , Marketing industriel , Business to Business , Marketing international , Diagnostic interne , Diagnostic externe , SWOT , Implantation à l'étranger , PME , Segmentation stratégique , Matrices stratégiques , Organisation commerciale

Michelin Fleet Solutions. De la vente de pneumatiques à la vente de kilomètres

F. DALSACE, W. ULAGA, C. RENAULT

2012

Michelin, l'un des leaders mondiaux du secteur des pneumatiques, a lancé en 2000 une offre complète de solutions de gestion des pneus ciblée sur les grands transporteurs européens. Ce nouveau business model, baptisé « Michelin Fleet Solutions » (MFS), devait permettre au Groupe d'élargir son champ d'activités en passant de la vente de pneumatiques à la vente de kilomètres. Autrefois spécialisé dans la vente de produits, Michelin pénétrait ainsi dans l'univers de l'offre de services et de solutions. Tout indiquait que cette évolution serait pour le Groupe un atout majeur, en lui permettant notamment de se différencier des autres fabricants de pneus. Trois ans après son lancement, bien que Michelin ait fait appel à une société de conseil en stratégie, le développement à l'international de l'activité MFS accuse cependant un net retard par rapport aux prévisions ; mais le bilan est surtout décevant en termes de rentabilité. La présente étude de cas porte sur le moment critique de décision où, en 2003, les dirigeants de Michelin doivent statuer sur l'avenir de MFS. Le Groupe doit-il persévérer dans le développement de son offre en s'efforçant de la reformuler, une fois de plus ? Ou lui faut-il au contraire se résoudre à tourner la page ?

Mots clés : Solutions; Transition du produit au service; Excellence de service; Changement de modèle économique; Gestion de flotte; Gestion des forces de vente; Economie de service; Valeur client; Modèles économiques respectueux de l'environnement

Michelin Fleet Solutions: From selling tires to selling kilometers

F. DALSACE, W. ULAGA, C. RENAULT

2012

Michelin, a worldwide leader in the tyre industry, launched in 2000 a comprehensive tyre-management solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers - instead of selling tyres. This decision moves the strongly product-driven firm into the new world of services and solutions. The shift is intuitively appealing, and it provides Michelin with an opportunity to differentiate itself in the tyre business. After 3 years, however, expansion is far below expectations and profitability is terrible - despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS's future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned? This case investigates the difficulties that industrial groups face when they transition from selling products to providing service. It enables participants to reflect on the following issues: What's industrial groups' rationale for moving towards solutions? What kind of business model reconfiguration does it imply? How does moving to solutions raise multiple challenges throughout the organization (eg in terms of sales force management, risk management, channel relationships etc)?

Mots clés : Solutions; Transition from product to service; Service excellence; Business model change; Fleet management; Channel relationships; Sales force management; Service economy; Customer value; Environmental, friendly business models


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