The A case tells the story of Anthony Giovinazzo’s entrepreneurial journey with Cyna Pharma, which he built from the ground up. Cyna Pharma was a Canada-based specialty pharmaceutical company that was at the point of conducting Phase 3 clinical trials in 2016 for its main product: APL-130277 – a novel delivery mechanism for an existing drug called apomorphine, used for on-demand treatment of the debilitating off-episodes (freezing) associated with Parkinson’s disease (PD). The case provides an overview of Anthony’s unique background, the off-episodes associated with Parkinson’s disease, the specialty biopharma sector, the funding rounds to get to Phase 3 clinical trials and the brushes with disaster along the way. It also describes the steps to getting listed on the NASDAQ and the benefits of doing so. After an earlier offer to acquire the company the case ends with a similar offer from Sundown Pharma a year later. As the case comes to a close, Anthony is faced with a moment of truth: Should he move forward with launching the product himself, or should he license his product with a partner or agree to an outright acquisition by a big pharma company?
Cyna Pharma: Reaping the rewards of perseverance (A)
Summary
The A case tells the story of Anthony Giovinazzo’s entrepreneurial journey with Cyna Pharma, which he built from the ground up. Cyna Pharma was a C...
Reference
IMD-7-2316
Copyright
©2022
Copyright owner
IMD Copyright
Organization
Cyna Pharma (Disguised)
Industry
Healthcare, Biopharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Cyna Pharma: Reaping the rewards of perseverance (B)
Summary
The B case describes the events – including the offers and the negotiation – leading up to Sundown’s acquisition of Cyna for US$40.50 per share in ...
Reference
IMD-7-2317
Copyright
©2022
Copyright owner
IMD Copyright
Organization
Cyna Pharma (Disguised)
Industry
Healthcare, Biopharmaceuticals
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Down under the data: LPX explores listed private equity
Summary
LPX AG, founded in 2004 by Michel Degosciu and Robin Jakob, is a leader in listed alternatives, focusing on listed private equity (LPE) and listed infrastructure. With its pioneering LPX Listed Private Equity Index series and NMX Infrastructure Index series, LPX provides essential benchmarks and innovative index-linked products used globally by asset managers. In February 2024, Michel returns from a skiing holiday, ready for a pivotal business trip to Sydney. He will meet with an investment advisory firm interested in developing new financial products based on LPX’s flagship indices, LPX50 and LPXBO. This meeting is crucial for enhancing LPX’s global market presence. Michel anticipates rigorous scrutiny from the Sydney analysts on the risk metrics and performance of LPE stocks. He plans to present a detailed analysis, showing when LPE stocks excel and underperform, integrating comprehensive risk factors for a nuanced understanding. The LPX50 Index captures the performance of the 50 largest LPE companies worldwide, while the LPXBO Index focuses on buyout strategies. Both indices have demonstrated superior long-term performance compared to the MSCI World Index, though with higher volatility. Michel's analysis reveals that LPX indices offer risk-adjusted returns comparable to the MSCI World Index. Employing the capital asset pricing model (CAPM) and a six-factor model, Michel quantifies the indices’ market risks and performance drivers, showcasing LPX’s sophisticated analytical capabilities. His goal is to demonstrate LPX’s expertise and the compelling investment potential of LPE, aiming to attract global investors and solidify LPX's reputation for future growth.
Reference
IMD-7-2583
Copyright
©2024
Copyright owner
IMD Copyright
Organization
LPX Group
Industry
Finance and Insurance, Financial Services
Available Languages
English
Contact
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AllSaints: Balancing the heart and head for sustainable results
Summary
While retail company AllSaints had delivered a great performance in 2022 – with revenues of £470 million – it faced multiple challenges. First, keeping stores open was a fundamental strategy for the company to connect to customers and deliver a better employer proposition, but foot traffic had not returned to pre-pandemic levels and stores were not profitable. Second, the customer service department had experienced increased calls due to the digital channel and had requested more staff. However, it experienced a high turnover. Finally, the management team had agreed in mid-2021 to transition the customer service role away from the central team and toward stores but nothing had happened yet, resulting in a heavy customer workload on Black Friday. The case explores how AllSaints CEO Pete Wood examined and worked to resolve these issues.
Reference
IMD-7-2463
Copyright
©2024
Copyright owner
IMD Copyright
Organization
AllSaints
Industry
Consumer Services, Retail
Available Languages
English
Contact
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The five types of negotiators: Understanding diverse negotiator styles
Summary
This note, designed for use in sessions and programs on negotiation, explores five distinct negotiator types: competitor, collaborator, strategist, innovator and problem solver. Each type has unique characteristics, strengths and weaknesses that come into play in negotiation scenarios. The competitor is assertive and results-focused, excelling in crises but potentially struggling with long-term relationships. The collaborator seeks win-win outcomes and thrives in complex negotiations. The strategist is analytical and methodical, focusing on long-term outcomes. The innovator is adaptable and creative, finding unique solutions in dynamic environments. The problem solver is practical and efficient, focusing on workable solutions. The note provides detailed profiles of each type, including their approach, assumptions, strengths and weaknesses, and it also makes recommendations for improvement. It offers guidance on identifying these types and suggests strategies for effectively negotiating with each one. A comparative analysis explores how the types differ in primary focus, approach to conflict, and risk tolerance. The framework builds upon previous negotiation models while offering a more comprehensive and actionable categorization. It also discusses cultural considerations in negotiation styles and includes a self-assessment tool to help readers identify their own negotiation style.
Reference
IMD-7-2596
Copyright
©2024
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Sheng Siong Supermarket in Singapore: A unique values-based advantage?
Summary
Founded by Lim Hock Chee in 1985, Sheng Siong has evolved from a humble grocery store into a leading supermarket chain in Singapore, renowned for its cost-effective pricing and commitment to customer satisfaction. Mr Lim’s unique philosophy, which emphasizes self-cultivation, perseverance and positivity, has been instrumental in shaping Sheng Siong’s culture and driving its success. Under his guidance, Sheng Siong has grown to over 74 stores, expanded into China and embraced digital innovation while staying true to its heartland roots. However, with evolving consumer behavior and increasing competition from online platforms, Sheng Siong faces new challenges. Can Mr Lim’s philosophy continue to inspire innovation and guide Sheng Siong toward sustained growth and success in the future?
Reference
IMD-7-2589
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Sheng Siong Group
Industry
Consumer Services, Retail
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times
Summary
This technical note introduces two powerful frameworks for navigating complex, rapidly changing business environments: TSUNAMI and SURF. The TSUNAMI framework provides a comprehensive tool for assessing external challenges across seven dimensions: technological disruption, socio-economic shifts, upheaval potential, network vulnerability, accelerating climate impacts, market transformation, and impact intensity. The SURF framework complements this by focusing on developing adaptive organizational capabilities: strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. The note offers detailed explanations of each framework, practical assessment tools and guidance on their application. It serves as a standalone resource for leaders and organizations seeking to enhance their ability to thrive in turbulent times. Additionally, it provides the theoretical foundation for the GreenGro case series (A) and (B) (IMD-7-2627 and IMD-7-2628), which illustrates the practical application of these frameworks in a real-world scenario. Whether used independently or in conjunction with the GreenGro cases, this technical note equips readers with valuable tools for systematic analysis of complex business environments and development of adaptive organizational capabilities. It is designed to be relevant across various industries and applicable to different levels of management education, from advanced undergraduates to executive education participants.
Reference
IMD-7-2629
Copyright
©2024
Copyright owner
IMD Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The ‘responsibility paradox’ in era of sharecropper capitalism
Summary
Many new businesses have emerged in recent years with few employees, no roots in the community, and heavily reliant on Big Tech for survival.
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Lessons from a legacy: Keeping business and family in balance to create a multigenerational enterprise
Summary
Bruce Grossman shares his family’s journey from mining to building Arca Continental, Latin America's second-largest Coca-Cola bottler, and their commitment to legacy and impact.
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GreenGro (A): Cultivating a future
Summary
The GreenGro (A) case explores the challenges faced by GreenGro, a mid-sized agricultural technology company, as it navigates a rapidly changing industry landscape. CEO Sarah Chen and her leadership team are confronting issues ranging from technological disruption and shifting customer demographics to climate change impacts and supply chain vulnerabilities. The case provides a rich context for applying the TSUNAMI framework to diagnose multifaceted challenges and the SURF framework to develop critical organizational capabilities. These two frameworks are summarized in a technical note: “Surfing the TSUNAMI: A framework for assessing and adapting in turbulent times” (IMD-7-2629). The case presents students with the opportunity to analyze complex business situations, develop strategic responses and understand the interconnected nature of external challenges and internal adaptive capabilities. A follow-up case, “GreenGro (B): SURFing the TSUNAMI” (IMD-7-2628), is available to showcase how the company applied these frameworks to navigate its challenges. It provides students with insights into the practical application of the TSUNAMI and SURF frameworks in a real-world scenario.
Reference
IMD-7-2627
Copyright
©2024
Copyright owner
IMD Copyright
Organization
GreenGro (Fictionalized)
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
GreenGro (B): SURFing the TSUNAMI
Summary
The GreenGro (B) case study is a follow-up to GreenGro (A) and details how the company applied the TSUNAMI and SURF frameworks to address its complex challenges. The case illustrates the practical implementation of these frameworks, introduced in the technical note “Surfing the TSUNAMI: A framework for assessing and adapting in turbulent times” (IMD-7-2629). The case details how GreenGro's leadership team systematically analyzed their external environment using the TSUNAMI framework, identifying key challenges in areas such as technological disruption, socio-economic shifts and climate impacts. It then showcases how the company focused on developing its internal adaptive capabilities using the SURF framework, focusing on strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. By presenting GreenGro’s strategic responses and the outcomes of its decisions, this case provides students with a real-world example of how organizations can navigate turbulent business environments. It offers insights into the process of translating framework-based analysis into actionable strategies and the challenges of implementing significant organizational changes.
Reference
IMD-7-2628
Copyright
©2024
Copyright owner
IMD Copyright
Organization
GreenGro (Fictionalized)
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Lead the change: Pushing past roadblocks to drive sustainable business transformation in Europe
Summary
In today’s rapidly changing world, the urgency to maintain focus on sustainability has never been greater. While the triple planetary crisis of climate change, biodiversity loss, and pollution demands immediate action, new challenges such as geopo...
Copyright
©2025
Copyright owner
Mixed Copyright
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications