Cas pédagogiques

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.

Freedom for Noses!

T. PARIS, G. LANG

2014

The case is about an SME in the luxury perfume sector.
Its founder, an insider in the sector, created it after seeing that the sector was finding it increasingly difficult to offer atypical and original designer perfumes, and that a certain number of consumers were growing frustrated. This observation led him to create his own company and devise a different business model.
The case comprises two parts, which can be addressed successively or separately. The first part leads students to carefully analyze the perfumery sector and the causes of these problems, and then to identify business opportunities to offer a range of products that guarantees a high level of creativity. The second part describes the business model of the company, its operation, positioning and offer and raises the issues of business development.

Mots clés : Perfume Industry, Luxury, Business Model, Business Development, Innovation

Glass Hostaria – Restaurant Innovation in the Heart of Trastevere

S. SALVEMINI, G. CINQUE, P. V. MANNUCCI

2014

This case study is about strategic growth in a creative industry. It presents the steps undertaken by a highly symbolic organisation in order to acquire and maintain a distinctive position in a very competitive environment. Moreover, the case discusses the organisational structure and culture that help in fostering innovation and quality, and offer an interesting example of women’s entrepreneurship. Glass Hostaria is a Michelin-starred restaurant based in Trastevere, a neighborhood in Rome renowned for its stereotypical and fake traditional trattorias. In a relatively short period, Glass succeeded in creating for itself a distinctive position and image. This was achieved thanks to its unique mix of innovation, tradition and managerial practices. The continuous growth in quality and popularity led Glass to gain a Michelin star, a result that was hoped but unexpected. This accomplishment brought Glass management and staff to face a series of radical strategic choices for the future. The case highlights Glass key success factors by presenting the restaurant philosophy, its managerial practices and organisational structure.

Mots clés : Entrepreneurship; Women's entrepreneurship; Food and beverage; Restaurant business; Management; Strategy; Enogastronomy; Michelin-starred restaurants; Creative industry; Innovation

Jerónimo Calderón and euforia: Mobilizing youth for social impact

F. HOOS, E. HENRY

2014

Since its founding in 2007, euforia - a Swiss social initiative "by youth, for youth" - and hundreds of volunteers have administered dozens of events and activities that have offered concrete opportunities for over 3,500 youth to make a social impact. euforia and its co-founder Jerónimo Calderón have been recognized for catalyzing social change both within Switzerland and internationally, attracting support from a range of national and international partners. Originally focusing on certain core programmatic offerings, euforia also experimented with new initiatives and funding sources as it grew. As a result, in 2013, euforia was at a crossroads. It could continue down the path of revising its business model to scale its activities; pull back to preserve its original youth-centric social mission, organizational structure, and programs; or find a solution somewhere in between.

Mots clés : Social Entrepreneurship, social impact, social value, impact investing, double bottom line, social mission, scaling, social business, business model, non, profit.

Liberté pour les nez!

T. PARIS, G. LANG

2014

Le cas porte sur une PME du secteur de la parfumerie de luxe. Son fondateur, un insider du secteur, l'a créée après avoir constaté une difficulté croissante du secteur à proposer des parfums de création atypiques et originaux, et une frustration pour un certain nombre de consommateurs. Ce constat l'a amené à créer sa propre entreprise en pensant un business model différent.
Le cas présente deux parties, qui peuvent faire l'objet de traitements successifs ou séparés. La première place les étudiants dans la situation de l'entrepreneur confronté au constat de dysfonctionnements. Elle les conduit dans un premier temps à analyser finement le secteur de la parfumerie et les causes de ces dysfonctionnements, dans un second temps à identifier les opportunités entrepreneuriales pour proposer une offre de produits qui garantisse un niveau élevé de créativité. La seconde partie porte sur le développement de l'entreprise.

Mots clés : Parfumerie , Luxe , Business Model , Business Development , Innovation

The Economics of Amazon

J. GHEZ

2014

This case explores the microeconomic determinants of Amazon's success as well as the market forces that can potentially undermine the firm's development in the future. So far, Amazon's ever-changing business model has allowed the company to continuously adapt to new market dynamics and new business realities. Whether this will be the case in the future depends on Amazon's ability to adapt to new competitive challenges and to clear current and future regulatory hurdles.

Mots clés : Managerial Economics; Microeconomics; Creative destruction; Amazon; Alibaba; GAFA; Too big to fail; Antitrust; New entrant; Competition policy; Wal, Mart

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

DECLEOR : Une stratégie marketing et de communication innovante

M. BADOC

2013

La marque Decléor (Groupe Shiseido) propose dans un contexte international des produits cosmétiques de soin élaborés à partir d'huiles essentielles fondées sur l'aromathérapie. Ils sont commercialisés dans les instituts de beauté mais aussi disponibles dans certains canaux de distribution sélectifs : grandes surfaces, département-stores, pharmacies, parapharmacies, parfumeries.
Après plusieurs années où les ventes connaissent une croissance assez faible, Madame Dominique Le Carou, Directrice Générale des marques Decléor et Carita, souhaite que ses équipes engagent une vaste réflexion sur la politique et les moyens en marketing et communication à instaurer pour faire face à cette situation. Elle propose que la réflexion accorde une large priorité à l'utilisation des techniques et méthodes de la stratégie marketing et de la communication les plus récentes : Innovation valeur (Océan Bleu), e-marketing, marketing sensoriel ...

Mots clés : Marketing, Blue Océan Strategy, Neuromarketing, marketing sensoriel, e, marketing, marketing viral, Permission Marketing, international, cosmétiques


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