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INSEAD (France)
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Toys “R” Us en 1999
Cool, Karel; Sorensen, DeidreCase INSEAD-4896SPStrategyEn 1999 Toys "R" Us se enfrentaba al momento más desafiante de su historia. Después de registrar pérdidas por primera vez en 1998, perdió también el liderazgo frente a Wal-Mart en la distribución minorista de juguetes. Además iban tarde en el secto de la electrónica donde eToys ya estaba ocupando el mercado. ¿Cómo podía TRU reafrimar su posición y mejorar sus beneficios?Starting at €8.20
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Parfums Cacharel de L'Oreal 1997-2007: Decoding and Revitalizing a Classic Brand (Portuguese Version)
Chandon, Pierre; Rowell, Nicholas; Wertenbroch, KlausCase INSEAD-4929PT-PPMarketingParfums Cacharel, a division of L'Oreal, used to have a dominant position in the European market with both number one and number two best selling fragrances: Anaïs Anaïs and Loulou. At the time of the case, however, sales are falling at a rate of 15% per year and it was a Cacharel brand perfume in need of a major revitalization. The task assigned to Dimitri Katsachnias, Cacharel's new general manager, is to turn the business around. But before yo...Starting at €8.20
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The Evolution of the Circus Industry (A)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999A-ECorporate Governance, Service and Operations ManagementThis is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts. The case reveals that the industry had become a red ocean with limited profit and ...Starting at €8.20
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La evolución del sector del circo (A)
Bensaou, M.; Chan, Kim W.; Mauborgne, R.Case INSEAD-4999ASPEsta es la primera de una serie de dos casos. El primero analiza la evolución de la industria del circo hasta la aparición de Cirque du Soleil. Este caso ofrece una discusión detallada sobre la estructura de la industria del circo para hacer posible un rico análisis de cómo su atractivo como industria ha cambiado con el tiempo y los desafíos que enfrenta la industria hoy. El caso revela que la industria se había convertido en un océano rojo con u...Starting at €8.20
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Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment (case B)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999B-ECorporate Governance, Service and Operations ManagementThis is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths...Starting at €8.20
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Incluso un payaso puede hacerlo: el Cirque du Soleil recrea el espectáculo en vivo (Caso B)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999BSPCorporate Governance, Service and Operations ManagementEste es el segundo de una serie de dos casos. Cirque du Soleil entró con mucho éxito una industria circense estructuralmente poco atractivo. Fue capaz de reinventar la industria y creó un nuevo espacio de mercado, desafiando las suposiciones convencionales sobre cómo competir. Innovó en el valor desplazando el grupo de compradores de los niños (usuarios finales del circo tradicional) a los adultos (compradores del circo tradicional), basándose en...Starting at €8.20
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La Experiencia Tesco.com: ¿Está a mano el éxito?
Jelassi, Tawfik; Waldman, CharlesCase INSEAD-5019SPStrategyEl caso se centra en las oportunidades y retos que supone el uso de Internet como canal adicional para una cadena de distribución. Una de las implicaciones más importantes y que generaron mayor controversia entre los minoristas fue la forma de preparar pedidos de Tesco.com, que se realizaba en las mismas tiendas en vez de en un almacén. También hace hincapié en cómo convertir una tienda en Internet en un negocio rentable.Starting at €8.20
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Nissan's U-turn: 1999-2001 Condensed Version of Redesigning Nissan (A) and (B) (Portuguese Version)
Barsoux, Jean-Louis; Hughes, KathrynCase INSEAD-5095PT-PPThe present case study raises a number of questions concerning how a new leader builds credibility, sustains a painful change plan, gets support, ensures constant and detailed communication, both sells growth and cuts, imposes sense of responsibility, measures evolution and maintains the dynamics of change.Starting at €5.74
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Nissan's U-Turn: 1999-2001 - Teaching note (Condensed Version)
Barsoux, Jean-Louis; Hughes, KathrynTeaching Note INSEAD-5095TN-EO presente estudo de caso levanta uma série de questões que dizem respeito à maneira como um novo líder cria uma credibilidade, sustenta um plano de mudanças doloroso, obtém apoios, assegura uma comunicação constante e detalhada, tanto vende o crescimento como os cortes, impõe o sentido da responsabilidade, mede a evolução e mantém a dinâmica da mudança.Starting at €0.00
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Unilever in Brazil (1997-2007): Marketing Strategies for Low-Income Consumer (Portuguese Version)
Pacheco Guimaraes, Pedro; Chandon, PierreCase INSEAD-5188PT-PPMarketingUnilever is a leading brand of detergent powder in Brazil, with a share price of 81%. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to reach the segment of low-income consumers, (2) whether Unilever can reposition and extend one of its current brands so that it does not have to launch a new brand , and (3) what price, product, promotion and distribution strategy would enable Unilever to deliver value...Starting at €8.20