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Komatsu: The Rise of a Service-Dominant Logic
Stremersch, Stefan; Keko, ElioCase M-1328-EMarketingIt was early 2015 and executives of Komatsu Europe International N.V., whose main business is the sale of mining and construction equipment through multiple distributors across Europe, were exchanging views on the business model that would drive their future. They had seen many changes inside and outside the industry in recent years, and Komatsu was facing a growing need to adapt its current way of doing business. The team had been debating each ...Starting at €8.20
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Alcatel-Lucent: Marketing the Cell Phone as a Mobile Wallet
Camacho, Nuno; Verniers, Isabel; García Pont, Carlos; Stremersch, StefanCase M-1279-EInformation Technologies, Innovation and Change, MarketingAlcatel-Lucent (ALU) was gearing up for the launch of a new business: mobile payment services. Mobile payment involves cash transactions between consumers and merchants or between consumers using their mobile phones. The emergence of a new technology in which ALU had strong expertise - near-filed communication (NFC) - represented a huge opportunity, as analysts expected the market for mobile payments to explode in the coming years. But to avoid p...Starting at €8.20
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Ajeej Capital: Investing in Emerging Markets
Viceira, Luis M.; Kuzucu, ErenCase HBS-219029-EFinanceIn October 2007, Tarek Sakka and Fouad Dajani launched Ajeej Capital, the first independent investment advisory in the MENA region. Fittingly named ajeej, an Arabic word which translates to "growth and propagation in a chaotic setting," the firm's AUM grew from $20 million to $1 billion before its 10th anniversary despite a deep-cutting global financial crisis, market turmoil driven by the Arab Spring, and years of weak oil prices. Leveraging dee...Starting at €8.20