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Case Study Business to Business Global Business Strategy General Management
Rethinking Rethink Robotics
The case outlines the development of Boston-based start-up Rethink Robotics Inc., a leader in a rapidly growing part of the booming robotics market: collaborative robots (cobots), which work side by side with humans. This case also traces the moves of a mid-sized German hardware engineering company, HAHN Automation, a leader in integrated automa…
By Patrick Reinmoeller Abdullah Alreziza Abhijit Kulkarni and Ricardo Alejos
Case reference: IMD-7-2386 ©2023
Case Study Business to Business Entrepreneurship Finance Strategy Supply Chain
Nine Realms: Independent vs. corporate venture capital
This case is designed to discuss the tradeoffs between independent venture capital (IVC) and corporate venture capital (CVC). Students also have the opportunity to analyze two startup investment opportunities based on Nine Realms’ criteria. The case concludes with a discussion about a strategic choice faced by Nine Realms: should it continue as …
By Salvatore Cantale Janet Shaner Matthew Simmons and Sune Stilling
Case reference: IMD-7-2407 ©2023
Case Study Business to Business China Digital Disruption General Management Strategy
Midea: The digital transformation of a home appliances giant
Over the past decade, Asian companies have been launching accelerated and wide-ranging digital transformation initiatives. This has enabled some of them to become leading national and even international players, as well as digital pioneers in their respective industries. This case examines the successful digital transformation undertaken by the…
By Mark J. Greeven Yunfei Feng and Wei Wei
Case reference: IMD-7-2425 ©2022
Midea: The digital transformation of a home appliances giant
By Mark J. Greeven Yunfei Feng and Wei Wei
Case reference: IMD-7-2425 ©2022
Summary
Over the past decade, Asian companies have been launching accelerated and wide-ranging digital transformation initiatives. This has enabled some of them to become leading national and even international players, as well as digital pioneers in their respective industries. This case examines the successful digital transformation undertaken by the Chinese company Midea, one of the world’s leading home appliance manufacturers. By digitally transforming the company, Midea improved its financial performance and reshaped its business on a wider scale. While many cases that address digital transformation focus on the early phases of the process, Midea’s case illustrates a successfully completed digital business transformation. This allows participants to have an overview of the entire digital transformation journey and see what the potential outcomes might be.
Reference IMD-7-2425
Copyright ©2022
Copyright owner IMD Copyright
Organization Midea
Industry Consumer Goods, Home Appliances
Language English
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Case Study Business to Business Strategy General Management Human Resources Organizational Behavior
Innolume’s growth strategy requires a culture shift
The case tells the story of a strategic change and cultural shift at Innolume a start-up focused on unique laser production. George Gogolev, who represents the company’s investors, is attempting to move the company away from customized productions for niche applications to mass production for the datacom market. Innolume won the Prism award – th…
By Stefan Michel George Gogolev Erjena Keller Kristina Musienko and Tatiana Tsalolikhina
Case reference: IMD-7-2370 ©2022
Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: MSC
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-2 ©2022
Decarbonizing container shipping: MSC
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-2 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-2
Copyright ©2022
Copyright owner IMD Copyright
Organization Mediterranean Shipping Company
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Maersk
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-5 ©2022
Decarbonizing container shipping: Maersk
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-5 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-5
Copyright ©2022
Copyright owner IMD Copyright
Organization Maersk Group
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: CMA CGM
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-4 ©2022
Decarbonizing container shipping: CMA CGM
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-4 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-4
Copyright ©2022
Copyright owner IMD Copyright
Organization CMA CGM Group
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Hapag-Lloyd
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-3 ©2022
Decarbonizing container shipping: Hapag-Lloyd
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-3 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-3
Copyright ©2022
Copyright owner IMD Copyright
Organization Hapag-Lloyd
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: COSCO
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-1 ©2022
Decarbonizing container shipping: COSCO
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395-1 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395-1
Copyright ©2022
Copyright owner IMD Copyright
Organization China Ocean Shipping Company
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Disruption Global Business Strategy Sustainability
Decarbonizing container shipping: Industry note
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest cont…
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395 ©2022
Decarbonizing container shipping: Industry note
By James E. Henderson Natalia Olynec Marc Gaechter Vjekoslav Radovcic and Lampros Bisalas
Case reference: IMD-7-2395 ©2022
Summary
In the wake of the Paris Agreement and commitments by the EU, many nations committed to reducing their carbon emissions to zero by 2050 as a response to climate change. In this environment, pressure on the shipping industry, a significant contributor to greenhouse gases (up to 4%), was mounting. In December 2018, Maersk, the world’s largest container operator with a market share of over 20%, pledged to have net-zero carbon ships by 2030 and net-zero carbon operations by 2050, driving innovation in new fuels and technologies. Furthermore, in February 2021 Maersk led the way by announcing its plan to launch a container ship capable of running on e-methanol or bio-methanol by 2023. Would other industry players follow suit? How would they address the decarbonization agenda for the shipping industry? After general discussion, participants adopt the roles of competitors – described in the five accompanying short cases – to identify which key strategies they should take to decarbonize shipping: 1. Reduce the cost gap between new green fuels and marine fuel oil by involving both governments and associations (carbon tax, carbon credits or subsidies). 2. Decide which fuel(s)/scrubber technology/propulsion method to proceed with for future builds and existing fleets. 3. Determine how to rally the industry around their choices through competitor and value chain alliances.
Reference IMD-7-2395
Copyright ©2022
Copyright owner IMD Copyright
Organization China Ocean Shipping Company, Mediterranean Shipping Company, Hapag-Lloyd, CMA CGM Group, Maersk Group
Industry Logistics and Supply Chain
Language English
Contact

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Case Study Business to Business Pricing Strategy Marketing
Bhanton Towels: The pricing dilemma of an exporter
In April 2022, Bhanton Towels (Bhanton), an export-oriented company in the Philippines, received an order from AliTex Enterprises (AliTex), China. One of Bhanton’s major customers in Europe had just cancelled an order for 200 metric tons (MT) of towels because of the Ukraine-Russia conflict. Since the conflict was a case of “force majeure,” the …
By Dominique Turpin Maria Theresa Manalac Shweta Pandey and Sandeep Puri
Case reference: IMD-7-2393 ©2022
Case Study Business to Business Digital Disruption Strategy General Management Marketing Entrepreneurship Customer Centricity
Sascar: The next five next years
When SASCAR was acquired by Michelin in 2014, it was barely staying afloat, selling telematic services on price. The case describes how the new CEO and CMO turned SASCAR around in five years. Without explicitly referring to it, they used customer-centric principles: they focused on customer benefits (value conception), achieved buy-in from custo…
By Frédéric Dalsace
Case reference: IMD-7-2143 ©2022
Sascar: The next five next years
By Frédéric Dalsace
Case reference: IMD-7-2143 ©2022
Summary
When SASCAR was acquired by Michelin in 2014, it was barely staying afloat, selling telematic services on price. The case describes how the new CEO and CMO turned SASCAR around in five years. Without explicitly referring to it, they used customer-centric principles: they focused on customer benefits (value conception), achieved buy-in from customers and third parties (value delivery) and got beyond the fixed-pie mindset (value capture). The results were startling: despite the growing competition, SASCAR evolved from a money losing, “me-too” local fleet management firm into a profitable leader in a growing market. The case goes on to discuss issues that the company will need to address, including performance-based business models, a branding strategy, international expansion and relations with Michelin.
Reference IMD-7-2143
Copyright ©2022
Copyright owner IMD Copyright
Organization Sascar
Industry Manufacturing, Technology;Logistics and Supply Chain, Transportation
Language English
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Case Study Digital Strategy Marketing General Management Sustainability Business to Business
Dacadoo (C): Ready for take-off
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintai…
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2327 ©2022
Dacadoo (C): Ready for take-off
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2327 ©2022
Summary
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintain healthy lifestyles with its proprietary “health score” and a digital health engagement solution, while at the same time it seeks to drive digital transformation of the insurance industry, with a focus on life and health insurers. As dacadoo has moved from being a start-up into a high-growth phase, this case series explores which business model(s) will help the company grow to its full potential. In 2010, Peter Ohnemus, a serial entrepreneur who had already built sixteen companies, took some well-deserved time off after the sale of his last successful venture. During this “between ventures” break in Verbier, he noticed his health had improved after two weeks of ski touring, but he could not quantify exactly how much he had progressed. That is when a new idea came to him: How to score human health holistically, encompassing physical health, mental wellbeing and lifestyle. Peter came down from the mountains and started a new company, which led to dacadoo.
Reference IMD-7-2327
Copyright ©2022
Copyright owner IMD Copyright
Organization dacadoo
Industry Health Care;Information Technology, Information Technology Services;Finance and Insurance, Insurance
Language English
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Case Study Digital Strategy Marketing General Management Sustainability Business to Business
Dacadoo (B): Building momentum
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintai…
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2326 ©2022
Dacadoo (B): Building momentum
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2326 ©2022
Summary
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintain healthy lifestyles with its proprietary “health score” and a digital health engagement solution, while at the same time it seeks to drive digital transformation of the insurance industry, with a focus on life and health insurers. As dacadoo has moved from being a start-up into a high-growth phase, this case series explores which business model(s) will help the company grow to its full potential. In 2010, Peter Ohnemus, a serial entrepreneur who had already built sixteen companies, took some well-deserved time off after the sale of his last successful venture. During this “between ventures” break in Verbier, he noticed his health had improved after two weeks of ski touring, but he could not quantify exactly how much he had progressed. That is when a new idea came to him: How to score human health holistically, encompassing physical health, mental wellbeing and lifestyle. Peter came down from the mountains and started a new company, which led to dacadoo.
Reference IMD-7-2326
Copyright ©2022
Copyright owner IMD Copyright
Organization dacadoo
Industry Health Care;Information Technology, Information Technology Services;Finance and Insurance, Insurance
Language English
Contact

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Case Study Digital Strategy Marketing General Management Sustainability Business to Business
Dacadoo (A): Getting started as Quentiq
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintai…
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2325 ©2022
Dacadoo (A): Getting started as Quentiq
By James E. Henderson Anne Elkaim Onur Dincer Frédérique Gremeaux and Vanessa Smets
Case reference: IMD-7-2325 ©2022
Summary
For the past ten years, dacadoo, a healthtech and insurtech start-up based in Switzerland, has been developing and operating its digital health engagement solution, including mobile applications, exploring ways to monetize the patented and AI-based health score it developed. Dacadoo has a dual objective: It aims to help users achieve and maintain healthy lifestyles with its proprietary “health score” and a digital health engagement solution, while at the same time it seeks to drive digital transformation of the insurance industry, with a focus on life and health insurers. As dacadoo has moved from being a start-up into a high-growth phase, this case series explores which business model(s) will help the company grow to its full potential. In 2010, Peter Ohnemus, a serial entrepreneur who had already built sixteen companies, took some well-deserved time off after the sale of his last successful venture. During this “between ventures” break in Verbier, he noticed his health had improved after two weeks of ski touring, but he could not quantify exactly how much he had progressed. That is when a new idea came to him: How to score human health holistically, encompassing physical health, mental wellbeing and lifestyle. Peter came down from the mountains and started a new company, which led to dacadoo.
Reference IMD-7-2325
Copyright ©2022
Copyright owner IMD Copyright
Organization dacadoo
Industry Health Care;Information Technology, Information Technology Services;Finance and Insurance, Insurance
Language English
Contact

Research Information & Knowledge Hub for additional information on IMD publications