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Rabobank Corporate Netherlands: Turning the Smartphone into an Engine of Bottom-Line Growth
Stremersch, Stefan; Camacho, NunoCase M-1286-EMarketingSet in late 2011, this case study enables the discussion of a bank's possibilities to develop new business amid drastic technological and macroeconomic changes promising to revolutionize the whole payment value chain. In particular, several emerging technologies - such as near-field communication (NFC) - promised to turn mobile payments into a trillion-dollar industry in a period of less than five years. The case invites students to step into the...Starting at €8.20
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Babcock: An Innovative Business Model in the Mining and Construction Industy
Stremersch, Stefan; Keko, ElioCase M-1329-EMarketingThe origin of Babcock's mining and construction fleet management capability can be traced to a few years before its mining and construction business was set up in 2011, following a contract between Babcock International Group and the British Ministry of Defense (MOD). Already a long-standing client of Babcock, the Ministry of Defense approached the company to a) optimize the ministry's C vehicle fleet (i.e., construction vehicles, plant and equip...Starting at €8.20
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Caesar IT Services: Comercializar múltiples propuestas de valor en una sola empresa
Stremersch, Stefan; Bellezza, SilviaCase M-1227Marketing, Service and Operations ManagementCaesar Group, una empresa de servicios informáticos profesionales, competía en el mercado holandés de tecnología de la información desde 1993. La propuesta de valor inicial de la empresa consistía en ofrecer a sus clientes una capacidad humana cualificada (puesta a disposición de capital humano, o body-shopping) a un precio económico por hora o día. La reacción de la compañía a la creciente evolución del servicio de body-shopping fue formular pro...Starting at €8.20
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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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Caesar IT Services: Marketing Multiple Value Propositions in One Firm
Stremersch, Stefan; Bellezza, SilviaCase M-1227-EMarketing, Service and Operations ManagementCaesar, a professional IT services firm, has competed in the Dutch IT market since 1993. Its initial value proposition was providing its customers with qualified human capacity at a low hourly or daily rate (often referred to as "body-shopping"). To escape the increasing commoditization of this type of service, the company formulated a new value proposition in 2003, so called TimeValue projects, consisting of the delivery of complete IT projects,...Starting at €8.20
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What Is Disruptive Innovation
Christensen, Clayton M.; Raynor, Michael E.; McDonald, RoryArticle HBS-R1512B-EStrategyFor the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the "disruptive" label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and...Starting at €8.20
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What Is Disruptive Innovation? (Spanish version)
Christensen, Clayton M.; Raynor, Michael E.; McDonald, RoryArticle HBS-R1512BStrategyFor the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the "disruptive" label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and...Starting at €8.20
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Why Hard-Nosed Executives Should Care About Management Theory (Spanish version)
Christensen, Clayton M.; Raynor, Michael E.Article HBS-R0309DStrategygathering data, organizing it into categories, highlighting significant differences, then making generalizations explaining what causes what, under which circumstances. For instance, professor Ananth Raman and his colleagues collected data showing that bar code-scanning systems generated notoriously inaccurate inventory records. These observations led them to classify the types of errors the scanning systems produced and the types of shops in wh...Starting at €8.20
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Rabobank Corporate Netherlands - Teaching Note
Stremersch, Stefan; Camacho, NunoTeaching Note MT-35-EMarketingSet in late 2011, this case study enables the discussion of a bank's possibilities to develop new business amid drastic technological and macroeconomic changes promising to revolutionize the whole payment value chain. In particular, several emerging technologies - such as near-field communication (NFC) - promised to turn mobile payments into a trillion-dollar industry in a period of less than five years. The case invites students to step into t...Starting at €0.00