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Carlsberg in Emerging Markets
Michael W. Hansen; Torben Pedersen; Marcus Moller LarsenCase IVEY-9B11M009-EService and Operations Management, StrategyRisking becoming the target of a hostile takeover or being cornered as a small regional player in the global beer industry, the Danish brewery Carlsberg decided in the early 2000s to expand into rapidly growing emerging markets to pursue new arenas of growth. By 2008, this strategy had paid off, and Carlsberg was positioned among the five largest breweries in the world. In the Russian market — one of the fastest-growing markets in the world — Car...Starting at €8.20
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Nokia: From In-house to Joint R&D
Marcus Moller Larsen; Torben PedersenCase IVEY-9B11M114-EEntrepreneurship, Service and Operations Management, StrategyThis case describes the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile phones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile pho...Starting at €8.20
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NKT Photonics A/S: Doing Business at the Technological Frontiers
Torben Pedersen; Githa KurdahlCase IVEY-9B16M055-EEntrepreneurship, StrategyTo improve its profitability, NKT Photonics A/S (NKT), a small Danish company operating in the global photonics industry, was getting ready to undertake the commercialization process of its highly advanced optical fibre technology. NKT’s chief executive officer (CEO) was considering two options for accomplishing this goal: (1) establishing strategic partnerships with system integrators in order to gain access to commercial customers, or (2) repos...Starting at €8.20
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Vestas Wind Systems A/S - Exploiting Global R&D Synergies
Torben Pedersen; Marcus Moller LarsenCase IVEY-9B09M079-EEntrepreneurship, Service and Operations Management, StrategyWith a change in management in 2005 came a radical reorganization and the announcement of several new strategic initiatives. Among the initiatives was the establishment of the Vestas Technology research and development (R&D) business unit with an aim of achieving global leadership in all core technology areas and, consequently, strengthening the core competence for the company. By 2008, Vestas had succeeded in setting up a global R&D network with...Starting at €8.20
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Telenor Group: Developing a New Business Model
Frank Elter; Marcus Moller Larsen; Torben PedersenCase IVEY-9B19M122-EStrategyIn January 2019, the telecommunications industry was under severe threat of disruption. Telecommunications companies (telcos), which had historically been able to cope with technological disruption by moving from first-generation through to fifth-generatiStarting at €8.20
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Lego Group: An Outsourcing Journey - Teaching Note
Marcus M. Larsen; Torben Pedersen; Soren Gantov FrolundeTeaching Note IVEY-8B10M94-EService and Operations Management, StrategyTeaching note for product 9B10M094.Starting at €0.00
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ISS & Nordea: Facility Management in the Nordic Region
Torben Pedersen; Bent PetersenCase IVEY-9B12D005-ELeadership and People Management, Service and Operations Management, StrategyNordea Bank had emerged as the largest financial group in the Nordic region. As part of its consolidated approach, Nordea’s top management had made the strategic decision to outsource a number of the company’s peripheral activities, such as catering, security, and cleaning, in order to focus on the core business of banking. In Denmark, Finland, and Sweden, some services had been outsourced to one of the leaders in the facility management (FM) mar...Starting at €8.20
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Danfoss — Global Manufacturing Footprint
Torben Pedersen; Jacob PyndtCase IVEY-9B11M049-EService and Operations Management, StrategyAWARD WINNING CASE - Supply Chain Management Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. The case examines the supply chain, managerial, and organizational challenges facing a large European industrial company competing in a mature industry with strong price pressure. Established in the 1930s in Denmark, Danfoss initially produced automatic valves for refrigeration plants. The company has since grow...Starting at €8.20
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Ribe Maskinfabrik A/S - Developing New Business Areas
Bo Bernhard Nielsen; Torben Pedersen; Jacob PyndtCase IVEY-9B09M012-EEntrepreneurship, StrategyRibe Maskinfabrik A/S (RM) had, during the last 15 years, developed from a simple machine works operating out of Southern Jutland (Denmark) to the modern and globalized RM Group consisting of three distinct business units. This change had developed gradually as its outsourcing activities became increasingly important during the last years. In the beginning, outsourcing activities developed in an ad-hoc and reactive manner. However, RM gained impo...Starting at €8.20
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Coloplast: Ten Years of Global Operations
Marcus Moller Larsen; Torben PedersenCase IVEY-9B12M070-EStrategyIn just a decade, the Danish health care product manufacturer Coloplast underwent a major transformation from a local Danish manufacturing company to a truly multinational corporation. In 2001, Coloplast conducted all its production in-house in three production facilities in Denmark. Ten years later, the company had relocated almost 90 per cent of the production to four different countries, with the majority in Hungary and China. However, a trans...Starting at €8.20