Search results
213results
2020
Haier in 2014: An entrepreneurial juggernaut facing a world of platforms and ecosystems
By Michael Jacobides, Lisa Duke
Until the 2010s, China had been known for inexpensive products and efficient, low-cost production and for copycat or OEM products rather than for leading-edge innovation. Yet, in a few short years, Chinese firms turned to quality and innovation, drastically increasing their market share. A shining e...
2020
Haierâs (2019) ecosystem revolution: From Rendanheyi 2.0 to Rendanheyi 3.0
By Michael Jacobides, Lisa Duke
2019 was an important year for Haier. Its new version of its radically decentralised structure, dubbed Rendanheyi 2.0, based on many independent âEcosystem Micro-enterprise Communitiesâ (EMCs) had been devised to help it respond to the shifting ways of adding value in the digital, internet-based...
2020
Haierâs Rendanheyi 2.0: An ecosystem revolution
By Michael Jacobides, Lisa Duke
Haier in 1984 was a small, local firm on the verge of collapse, with poor-quality products and low morale. Within 30 years, it was transformed by Zhang Ruimin, who took over as CEO, into one of the worldsâ leading white-goods manufacturers, with a reputation for quality and innovation and an incre...
2024
HDFC ERGO: A product ecosystem built on mindshare
By Michael Jacobides, Anubhab Goel, Dalbert Ma, Aryan Mittal
Anuj Tyagi, Joint Managing Director of HDFC ERGO, is facing the challenge of transcending the traditional limitations of insurance interactions and establishing a significant presence in customersâ minds beyond annual transactions. The case explores the context of the insurance industry in India b...
2023
Heinekenâs International Expansion
Asserting his lifelong motto âI donât sell beer, I sell warmthâ, Alfred âFreddyâ Heineken passed away on 3 January 2002, aged 78. Known for his flamboyant lifestyle and fiery personality, Freddy was also the driving force in growing Heineken into an international brand. Heineken had the la...
2023
Hornby plc: Building Communities (A)
By Freek Vermeulen
In 2005 Frank Martin, CEO of Hornby, was feeling proud. Since joining in 2000, he had seen the company's share price rise from 35 to more than 250 and his strategic transformation of the firm from a toy company into a hobby company had been a resounding success. The company dominated the UK market a...
2023
Hornby plc: Strategic Transformation (B)
By Freek Vermeulen
In 2005 Frank Martin, CEO of Hornby, was feeling proud. Since joining in 2000, he had seen the company's share price rise from 35 to more than 250 and his strategic transformation of the firm from a toy company into a hobby company had been a resounding success. The company dominated the UK market a...
2016
ING Bank: Creating an Agile Organisation
By Julian Birkinshaw, Scott Duncan
Set in 2016, this case describes ING Bankâs implementation of a radical new way of working using agile principles. INGâs agile way of working has been written up in Harvard Business Review, Sloan Management Review and McKinsey Quarterly. This case provides a detailed account of how the new struc...
2012
innocent Drinks: Maintaining Socially Responsible Values During Growth (A)
By Celia Moore, Luis Fischer, Mike McCarthy
This is part of a case series. This case explores the process a social venture went through in raising funds to expand its business. The case focuses on the risks and opportunities of possible funding methods, and actions that can be taken to protect key values throughout the process. The case provi...