Cas pédagogiques

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

Sales Disease at Hadaara Technology

D. ROUZIES, S. NERI

2013

This case study deals with a company-wide transformation: from a telecom commodity player into an ICT service company in Europe. The reorganization of the sales force is especially addressed as well as the key account management structure.
The case offers insights into the evolution of a global industry and the consequences on its players, particularly focusing on sales strategy, sales management and sales competencies. The core issues are the sales structure and the missing sales competencies. The case also offers the opportunity to reflect on the role of politics in corporate life and how often they get in the way of sound and fact-based decision-making, particularly in sales management.
The case is very useful also for leading a discussion on Key Account Management ("KAM") and its purpose and role within a sales strategy. In parallel it provides a context for developing a good understanding of sales competencies needed in KAM for complex business-2-business ("B2B") solution selling. It illustrates the importance of competency assessment as a base for sales force development and as a core part in building a sale structure.
On a corporate strategy level, it poses students questions about the possible organizational structures of an international sales division and its effects on customer perception, sales motivation and compensation as well as brand awareness.

Mots clés : Information and communications technology sector, B2B sales force, KAM organizational structure, KAM competencies

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

ANTALIS-MAP (A): Merging to Manage Market Turbulence

Bertrand QUELIN

2012

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since.

Mots clés : Competitive analysis , Mature market , Consolidation , Merger &, Acquisition , Synergies , Cost cutting

ANTALIS-MAP (B) : Fusionner et réorganiser : Un management postacquisition

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 : Post acquisition , Mise en œuvre , Réorganisation , Identité et culture d'entreprise


JavaScriptSettings