Strategy
January 2018
ProPay Ltd (A)
By Keith Willey
Rick Stein gazed out at Propay Ltd’s car park where his fifteen-year-old car now languished.A year ago ProPay’s previous owner parked his Maserati in the exact same spot – a contrast that seemed oddly symbolic of Rick’s current predicament. He had bought the payments gateway business after r...
August 2018
Pret A Manger (A-D)
By Rupert Merson
This case series takes us through the story of Pret A Manger, one of the first up-market sandwich bar chains in London. The series explores the founding of a business as an entrepreneurial venture and then its growth both nationally and internationally and the problems this brings. It touches on man...
July 2008
Nestle and the Multi-beverage Machine Market (C)
By Costas Markides, Daniel Oyon, Laura Winig
Nestle is considering whether to introduce a new multi-beverage coffee machine positioned for the mass market. The decision is complicated by the fact that Nestle already has a successful coffee machine (called Nespresso), that is positioned at the high-end of the market and has a best-selling insta...
July 2008
Nestle and the Multi-beverage Machine Market (B)
By Costas Markides, Daniel Oyon, Laura Winig
Nestle is considering whether to introduce a new multi-beverage coffee machine positioned for the mass market. The decision is complicated by the fact that Nestle already has a successful coffee machine (called Nespresso), that is positioned at the high-end of the market and has a best-selling insta...
July 2008
Nestle and the Multi-beverage Machine Market (A)
By Costas Markides, Daniel Oyon, Laura Winig
Nestle is considering whether to introduce a new multi-beverage coffee machine positioned for the mass market. The decision is complicated by the fact that Nestle already has a successful coffee machine (called Nespresso), that is positioned at the high-end of the market and has a best-selling insta...
February 2015
NayaMed (B)
By Costas Markides, Lisa Duke, Daniel Oyon
This is part of a case series. As the Alps disappeared into the darkness through NayaMed’s window, the General Manager Aarnav Sendutta considered how to grow his fledgling unit. It was February 2014, and NayaMed, a unit of medical device giant, Medtronic, was just over two years old. It was formed...
February 2015
NayaMed (A)
By Costas Markides, Lisa Duke, Daniel Oyon
This is part of a case series. As the Alps disappeared into the darkness through NayaMed’s window, the General Manager Aarnav Sendutta considered how to grow his fledgling unit. It was February 2014, and NayaMed, a unit of medical device giant, Medtronic, was just over two years old. It was formed...
August 2018
NakedWines.com
By John Mullins
Thanks to its somewhat whimsical yet measurement-driven culture, its unusual customer-funded business model, and its committed community of winemakers and wine 'angels', NakedWines had grown rapidly, from a standing start in 2008 to a substantial presence in three of the world's most attractive mark...
September 2016
ING Bank: Creating an Agile Organisation
By Julian Birkinshaw, Scott Duncan
Set in 2016, this case describes ING Bank’s implementation of a radical new way of working using agile principles. ING’s 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...
August 2018
Bayer’s Innovation Agenda: Igniting Innovation in a 100,000-person company
By Julian Birkinshaw, Enrique De Diego, Henning Trill, Julia Hitzbleck
The case describes how Bayer, one of the oldest and largest life-science companies in the world, recognised that innovation driven solely by the traditional R&D process that characterised the sector would not be sufficient to remain competitive, given the major changes underway in pharma and cro...