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Microsoft Surface: Accelerating Digital Transformation
Sarah L. Y. Cheah; Nigel Koon-Leong ToeCase IVEY-9B19M002-EEntrepreneurship, StrategyIn December 2017, the corporate vice-president of Microsoft Corporation’s Devices division was considering two options to chart a strategic course for the next few years. Since first joining Microsoft Corporation in 2004, one of the vice-president's key roles had been to oversee the strategic direction of the personal computing hardware business. The company, which was headquartered in Washington State in the United States, had a multitude of pro...Starting at €8.20
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StarHub Ltd.: Paving the Way for Innovation
Sarah L. Y. Cheah; Maw Der FooCase IVEY-9B19M048-EEntrepreneurship, StrategyIn 2018, the Singapore-based telecommunication operator StarHub Ltd. (StarHub) acknowledged that in 2017 its total revenue was relatively flat and its net profit had declined. In the face of rising competition and a slowing global economy, the company needed to explore new sources of revenue growth. Two areas of growth seemed promising. The first area involved the launch of StarHub's smart retail analytics for small and medium enterprises in the ...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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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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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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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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JFDI Asia: Southeast Asia's Leading Accelerator
Sarah L. Y. Cheah; Vivien K. G. Lim; Norvin ChanCase IVEY-9B16M214-EEntrepreneurship, StrategyIn 2010, two entrepreneurs launched Joyful Frog Digital Incubator (JFDI), Southeast Asia’s first start-up accelerator in Singapore. They aimed to help develop Singapore’s start-up environment through a structured program that provided access to early stage funding and mentorship. More than 70 start-ups had graduated from the program, and more than half had raised substantial funding. However, five years later, in 2015, JFDI faced challenges as a ...Starting at €8.20
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Glints: Linking Youths and Jobs
Sarah L. Y. Cheah; Vivien K. G. Lim; Norvin ChanCase IVEY-9B17M018-EEntrepreneurship, StrategyEstablished in 2013, Glints was an online job search service for new graduates, marketing itself as “LinkedIn for youth.” The Singapore-based company was founded by three 21-year-olds who chose to put their university education on hold and forfeit their scholarships in order to pursue their entrepreneurial ambitions. Using the lean start-up approach, Glints pivoted its business model several times before finding a suitable position in a resegment...Starting at €8.20
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ECCO A/S - Global Value Chain Management
Bo Bernhard Nielsen; Torben Pedersen; Jacob PyndtCase IVEY-9B08M014-EEntrepreneurship, StrategyECCO A/S (ECCO) had been very successful in the footwear industry by focusing on production technology and assuring quality by maintaining full control of the entire value chain from cow to shoe. As ECCO grew and faced increased international competition, various value chain activities, primarily production and tanning, were offshored to low-cost countries. The fully integrated value chain tied up significant capital and management attention in t...Starting at €8.20
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Coloplast A/S - Organizational Challenges in Offshoring
Torben Pedersen; Jacob Pyndt; Bo Bernhard NielsenCase IVEY-9B08M031-EEntrepreneurship, StrategyColoplast's future global manufacturing strategy was based on relocation of volume production of mature product lines to low cost countries like Hungary and China, whereas most creative and innovative activities (pilot production, ramp-up and range care) were retained in Denmark. The large scale project of offshoring, first volume production and later perhaps other activities, to Tatabanya, Hungary constituted a major shift in the operational str...Starting at €8.20