HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeCodeCheck (B): Real data about real consumers with CodeCheck insightsback to Strategy

Case Study

CodeCheck (B): Real data about real consumers with CodeCheck insights

By Stefan Michel

11 pages

November 2019

Order this case study

Reference: IMD-7-2110

The case CodeCheck (B) answers this question by introducing the CodeCheck Insights. It is the vehicle by which CodeCheck provides analytics and insights to producers of food and cosmetics, which generated CHF 600’000 revenue in 2019. In addition, CodeCheck Insights sells context-specific advertising, which also generate about CHF 600’000 revenue in 2019. While these are solid numbers for a startup, the growth ambition of Boris requires a new financing round for CHF 5-7 million.

Learning Objective

How to assess the financial and non-financial exchanges in an ecosystem/value constellation.
How to identify service offerings and assess them in terms of scalability and profit potential.
How to draw the “Business Model Canvas” for CodeCheck (B2C market) and, separately, for CodeCheck Insights (B2B market).
How to identify the “Three Horizons” of various strategic initiatives.
How to estimate the company’s valuation based on previous financing rounds.

Keywords

Strategy, Digital Platform, Business Model, Consumer Choice, Big Data, Consumer Behavior, Start-up, Pricing, Data Analytics, Retail, Digital, Mobile Application

Settings

Europe, Switzerland
Codecheck, Business Management Services, Market Research, Healthcare, Health and Medical Services
2019

Type

Field Research

Available Languages

English

Related material

Teaching note

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

Keep reading

Article

Strategic use of AI in healthcare and pharma drives market advantage. Here’s how - IbyIMD

AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.

Innovation Strategy Technology Management

By Tomoko Yokoi and Michael R. Wade

in I by IMD

Podcast

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Innovation Leadership Strategy

By Alyson Meister and Marc Maurer

in I by IMD

Case Study

Absa's Cybersecurity Academy: Combining digital transformation with doing good

Diversity and Equity and Inclusion Cybersecurity Digital

By Öykü Işık, Valerie Keller-Birrer, Poornima Urs, Barbara Vettorel and Amaru Amiya

Article

Why Mark Zuckerberg and Meta can’t build the future

Last week, a notification flashed. “Add your email address for extra security,” my phone chirped. It was from WhatsApp. I stared at the screen, a single question forming in my mind: Security? Or surveillance? I tapped “No.” The feeling wasn’t ange...

Strategy Leadership

By Howard H. Yu

in The Star

1 July 2025

Article

Only connect: How to keep disparate workforce elements happy and motivated - IbyIMD

Today’s workforce often includes a mix of permanent employees, freelancers, and outside contractors – but even organizations with mostly external workforces or highly autonomous workforces need proximity to succeed over the long term. Here are fou...

Has Nike lost its stride?

Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, wit...

Marketing Digital Strategy

By Ivy Buche and Goutam Challagalla

Video

The end of corporate passivity

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Competitiveness Corporate Governance Decision Making Leadership Politics Strategy

By Arturo Bris

in I by IMD

Case Study

UrbanLuxe: Supply chain and M&A

This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-...

Supply Chain Mergers and Acquisitions Operations Strategy

By Ralf W. Seifert and Richard Markoff

Book

IMD World Competitiveness Yearbook: 2025

The IMD World Competitiveness Ranking (WCR) is a renowned tool for assessing the competitiveness of economies worldwide. This year, IMD’s World Competitiveness Center (WCC) has expanded its scope to include Kenya, Namibia, and Oman. This year's ra...

Competitiveness Economics Data Analytics

By Arturo Bris, José Caballero, Fabian Grimm, William Milner, Chinar Sharma and Alice Tozer

Article

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

Trump’s unconventional negotiation strategy reveals how game theory in negotiations can shape power, commitment, and outcomes before talks begin.

Strategy

By Anna Cajot

in I by IMD

Strategic use of AI in healthcare and pharma drives market advantage. Here’s how - IbyIMD

By Tomoko Yokoi and Michael R. Wade
in I by IMD

Summary

AI is fundamental to the competitive strategies of the most advanced healthcare and pharmaceutical firms. Here is how they are adopting AI to be data-driven leaders.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Strategy

Technology Management

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD

Summary

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Innovation

Leadership

Strategy

Browse all topics

Absa's Cybersecurity Academy: Combining digital transformation with doing good

By Öykü Işık Valerie Keller-Birrer Poornima Urs Barbara Vettorel and Amaru Amiya
Case reference: IMD-7-2642 ©2025

Summary

Absa faced a critical rise in cyberattacks, and with the cybersecurity talent gap widening, the company urgently needed a long-term solution. To address this, former CISO Sandro Bucchianeri launched the Cybersecurity Academy in 2019, an initiative to reskill employees. It eventually partnered with the Maharishi Invincibility Institute MII and the Hein Wagner Academy, taking a chance on disadvantaged youth and people with visual impairment. When Bucchianeri's successor, Manoj Puri, took over, he was skeptical about the program, suspecting it was just a marketing tactic. However, after visiting the academy, he was impressed by the resilience and determination of the students. Despite concerns from Absa's leadership about the graduates' readiness, Puri pushed for their integration via internships, recognizing their potential and the importance of Absa's commitment to social responsibility. A key figure in the program's success was Nicole Cader from the security education team. Serving as mentor and advocate, she helped bridge the gap between the young graduates' backgrounds and the expectations of corporate culture. She supported not only their technical development but also their adaptation to workplace norms, helping line managers understand the unique challenges these interns faced. The Cybersecurity Academy's success proved the value of investing in talent from underrepresented backgrounds. As the program grew, Cader expanded partnerships with external organizations to ensure graduates found meaningful employment, making the academy a sustainable talent pipeline. Her leadership, alongside Absa's long-term commitment to the program, has cemented the Cybersecurity Academy as an essential part of the company's future.

Reference IMD-7-2642

Organization Absa Group

Industry Finance and Insurance, Financial Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Diversity and Equity and Inclusion

Cybersecurity

Digital

Browse all topics

Why Mark Zuckerberg and Meta can’t build the future

By Howard H. Yu
in The Star 1 July 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Leadership

Browse all topics

Only connect: How to keep disparate workforce elements happy and motivated - IbyIMD

By Sebastian Reiche
in I by IMD

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Team

Browse all topics

Has Nike lost its stride?

By Ivy Buche and Goutam Challagalla
Case reference: IMD-7-2598 ©2025

Summary

Reference IMD-7-2598

Organization Nike

Industry Consumer Goods, Footwear

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Marketing

Digital

Strategy

Browse all topics

The end of corporate passivity

By Arturo Bris
in I by IMD

Summary

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Corporate Governance

Decision Making

Leadership

Politics

Strategy

Browse all topics

UrbanLuxe: Supply chain and M&A

By Ralf W. Seifert and Richard Markoff
Case reference: IMD-2654 ©2024

Summary

Reference IMD-2654

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Supply Chain

Mergers and Acquisitions

Operations

Strategy

Browse all topics

IMD World Competitiveness Yearbook: 2025

By Arturo Bris José Caballero Fabian Grimm William Milner Chinar Sharma and Alice Tozer
Published by International Institute for Management Development ©2025

Summary

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Economics

Data Analytics

Browse all topics