Cas pédagogiques

Librinova: a Start-up for Digital Innovation in Publishing

B. GARRETTE

2017

The Librinova case features a start-up company operating as a self-publishing platform in France. The two young women who created Librinova have a strong experience in the publishing industry, which made them able to create a unique value proposition for client-writers. The company started to operate in March 2014. The case takes place in the first quarter of 2017, just before Librinova goes for a third round of funding. The main question is whether the company has a real chance to raise the money it needs. This question points to the more fundamental issue of Librinova’s competitive advantage and growth potential. More specifically, the discussion should examine whether Librinova’s “digital platform” business model makes sense in the emerging multi-sided market for digital publishing

Mots clés : Two-sided markets - Digital platform - Business model - Start-up - Innovation - Disruption - Book - E-book - Self-publishing

Nespresso France: Encapsulating Sustainability

O. SIBONY

2017

As its single-serve coffee system grows in popularity, Nespresso France is under pressure from the media and environment-conscious opinion leaders to address the problem posed by its disposable aluminium capsules. Options range from ignoring the problem to sponsoring a nationwide recycling program that will handle all the metals consumers throw away. What should Nespresso do?

Mots clés : Strategy; Corporate reputation; Corporate Social Responsibility (CSR); Sustainability; Crisis Management; Ethical Decision Making

L’Oréal: Attracting the Next Billion Consumers

P. DUSSAUGE, N. LUGAGNE

2016

The Cosyloo – Summit Water Partnership: Innovation at the Base of the Pyramid

B. GARRETTE

2016

The Cosyloo – Summit Water Alliance case describes a partnership between Cosyloo, a “social business” start-up producing an innovative sanitation equipment, and Summit Water, a public utility corporation operating in South East Asia. The two companies are discussing an alliance to address sanitation needs at the “Base of the Pyramid” (BoP) in an economically viable way. The combination of Cosyloo’s technology and Summit Water’s market access creates the conditions for a disruptive innovation, both in terms of product and business model. However the road to success is likely to be bumpy. The discussion of the case focuses on whether and how to kick-off and grow the project, which requires assessing its business potential, refining the business model and crafting the governance and organization of the joint-venture.

Mots clés : Base of the Pyramid, Alliance, Innovation, Inclusive business, Partnership, Sanitation, Water, Start-up

After the Spin-off from Accor: Creating a New Strategy for Edenred

P. DUSSAUGE, F. LEROY

2014

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years.

Mots clés : Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

P. DUSSAUGE, F. LEROY

2014

Le cas Edenred décrit le processus qui a conduit à la scission entre la branche Hôtellerie d'Accor et Accor Services (la division des titres de services prépayés). Ce spin-off a eu lieu en 2010 et a donné naissance à Edenred, une entreprise indépendante et cotée en bourse.
Le cas décrit ce que sont les titres de services prépayés, présente les principales caractéristiques de cette industrie puis se focalise plus particulièrement sur Edenred. Après avoir décrit la nouvelle entreprise et ses activités, le cas analyse les changements en cours dans le secteur. Ces changements pourraient modifier les relations entre les acteurs et éventuellement altérer le business model, la position stratégique et la profitabilité d'Edenred.
Les étudiants et participants doivent envisager diverses options stratégiques et choisir celles qui leur paraissent les plus pertinentes pour qu'Edenred continue à dégager une bonne rentabilité comme cela a été le cas pendant des années et conserve un cours de l'action suffisamment attractif pour les marchés financiers.

Mots clés : Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation.

Combining Business and Societal Objectives at Danone

F. DALSACE, B. FAIVRE TAVIGNOT

2014

Danone is a leading European food multinational company who has been aggressively pursuing societal ("CSR") objectives for more than 40 years, and has developed an even more ambitious dual project since 2008. In 2011, in the aftermath of the worldwide crisis, the firm finds it increasingly difficult to meet its growth and profit objectives. Some voices in the Executive Committee are complaining that the societal agenda is putting undue pressure on the business.

The case briefly outlines Danone history and describes the organization and platforms enabling the firm to implement its new vision, which integrates business and societal objectives. The different platforms are illustrated by 12 examples of societal projects conducted throughout the world. In many instances the case hints at the way Danone uses CSR as a lever for transforming the company.

Danone needs to reexamine its societal approach to see whether it hinders or helps achieve business results. This begs the questions of 1) the legitimacy of Danone's management to develop these CSR initiatives 2) the method chosen by the firm to do so (how is Danone developing its dual approach?) and 3) the results accomplished so far.

Mots clés : Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business.

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

P. DUSSAUGE, U. WASSMER

2013

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time.
Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues.

Mots clés : Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry

A new takeoff for LOISEAU: from the death of the Chef to renewal

T. PARIS, Frederic LEROY

2012

The "gastronomic" company Groupe Bernard Loiseau was managed by its founder, manager and Chef from the very beginning. The total size of the group was one hundred employees, 4 restaurants. After Bernard Loiseau's death in February 2003, the company lost its charismatic leader as well as its expert. The consequent restructuring was aimed as going from a very centralized structure to a more functional organizational structure. Moreover, the company was supposed to reorganize its creative mood by hiring a new chef in the spirit of Loiseau, keeping its 3 stars in the Michelin Guide. This renewal was aimed also at defining what was Loiseau spirit and creating an atmosphere for innovation to keep clients coming without betraying the clients' expectations.

Mots clés : Gastronomy , Luxury , Creation , Organization and structure , Vision of the leader , Leadership , Change management , Passing on business , Brand image , Crisis , strategic Location , Reorganization , Restaurant , Preserving of the skills

ANTALIS-MAP (A) : Fusionner et faire face aux turbulences

Bertrand QUELIN

2012

La société Antalis est un acteur important de la distribution B-to-B en Europe. En 2007, elle prend le contrôle de la société MAP pour devenir n° 1 de l'industrie. Ce mouvement stratégique majeur lui permet d'étendre sa couverture géographique, de rationnaliser ses entrepôts et de bénéficier d'économies d'échelle. Dans une industrie arrivée à maturité, et connaissant une décroissance régulière de la demande, cette acquisition illustre le bénéfice d'une stratégie focalisée sur la taille et la complémentarité des activités. Elle prépare la société Antalis mieux que ses concurrents directs aux turbulences que l'industrie connaît depuis.

Mots clés : Analyse concurrentielle , Marché à maturité , Concentration , Fusion, acquisition , Synergies et économies de coût


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