The case is the final instalment in the SKF series describing the meeting between Steelcorp and SKF representatives and the ensuing price negotiation. The case describes how two opposing initial positions converged towards a contract that met most of both parties’ objectives.
DNB Bank: Embracing startups as a growth strategy
Summary
The case examines how DNB Bank, Norway's largest financial services company, reshaped its growth strategy by focusing on startups and SMEs, a segment traditionally considered unprofitable. In 2013, DNB launched a bold SME strategy, deliberately choosing a gross approach to win new startups early in their life cycle rather than a net approach focused on the profitability of existing accounts. This strategy, enabled by a significant investment in digitalization and a cultural shift toward customer lifecycle engagement, generated exceptional results and by 2025, the SME segment delivered the highest return on allocated capital. The journey, however, was not linear. A European regulatory crackdown in 2019, following the Danske Bank money laundering scandal, forced DNB to shift its focus from growth to compliance. The bank reallocated 1,000 employees to KYC units, dismantling its startup-friendly onboarding process and causing customer acquisition to stall. As competitors advanced, DNB had to orchestrate a strategic Restart effort to rebuild its SME leadership. This involved launching superior digital tools, providing automated lending decisions within a minute, and renewing its customer-centric focus. By 2025, the recovery was well underway, with one in three Norwegian SMEs banking with DNB. The case challenges students to evaluate DNB's past choices, the critical balance between growth and compliance, and the future of SME banking as AI and digital agents transform customer interactions.
Reference
IMD-2706
Copyright
©2025
Copyright owner
IMD Copyright
Organization
DNB Bank
Industry
Finance and Insurance, Banking
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The power of brand-led differentiation: What Vanzetti Engineering learned from luxury brands (B) (Video case)
Summary
This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The video B case features interviews with three Vanzetti Engineering executives: the marketing director, the CEO and owner and the chief commercial officer. With the shrinking of the automobile industry, the company has had to reposition itself in other industrial sectors where it is significantly smaller than the customers. Vanzetti Engineering embraced some of the codes of luxury branding according to what suited it and ignored others. The company discovered that although it was focused mostly on creating functional value, it had to dwell much more on emotional and societal value creation. The process of brand elevation required a complete cultural transformation, and one of the lessons from the case is that a brand is not a slogan but a way of being and of delivering value.
Reference
IMD-2696
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Vanzetti Engineering
Industry
Construction and Engineering;Manufacturing
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
The power of brand-led differentiation: What Vanzetti Engineering learned from luxury brands (A)
Summary
Survey after survey shows that executives think their business is in danger of being commoditized. This means their company is not able to differentiate sufficiently to command higher market prices and profits. Luxury brands, by contrast, are the opposite of commodity. Their whole approach to branding is based on desirability. This case series explores what companies can learn from luxury brands without becoming luxury brands themselves. The written A case gives a short background on Vanzetti Engineering, which is facing intensifying competition in an evolving marketplace, and launches the first question for discussion.
Reference
IMD-2688
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Vanzetti Engineering
Industry
Construction and Engineering;Manufacturing
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Has Nike lost its stride?
Summary
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...
Reference
IMD-7-2598
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Nike
Industry
Consumer Goods, Footwear
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Aluminium Cyclo Enterprises Malaysia: How to manage a supply chain disruption?
Summary
In 2024, the management of Aluminium Cyclo Enterprises (ACE), was concerned that the European Union (EU) export rules for ferrous and non-ferrous scrap were becoming more restrictive. Not just the EU, but close to 43 countries had restricted the e...
Reference
IMD-2665
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Aluminium Cyclo Enterprises Malaysia
Industry
Manufacturing, Metal Products
Available Languages
English
Contact
Research Information & Knowledge Hub for additional information on IMD publications
Quiz: What are the pitfalls of marketing to women?
Summary
Women make more than 80% of purchasing decisions, but most brands struggle to reach, engage, and convert female customers. Do this short quiz to test your knowledge of marketing to women, and read on for tips on avoiding the pitfalls.
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Research Information & Knowledge Hub for additional information on IMD publications
China’s pharmaceutical sector: innovation meets demographic-driven demand
Summary
Explore how innovation, R&D, and policy reforms are reshaping China’s pharmaceutical sector amid rising healthcare demand and demographic shifts.
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Research Information & Knowledge Hub for additional information on IMD publications
How to structure a B2B marketplace venture
Summary
Business-to-business marketplaces, like their consumer-facing cousins, help streamline purchasing by giving buyers and suppliers an online platform for conducting transactions. Once a company decides that it wants to create a marketplace to make t...
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6 new roles for marketing managers utilizing AI
Summary
As AI systems become increasingly adept at generating creative content across multiple modalities, Michael Yaziji identifies six new roles the marketing manager can undertake to become the orchestrator of an infinitely productive AI team.
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You are not your role: How to lead without losing yourself
Summary
Taking up a new leadership post can mean a dramatic shift in the way others see you – and how you define yourself. It is vital to learn how to separate your true self from the demands and expectations of the role.
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Research Information & Knowledge Hub for additional information on IMD publications