Publication database

This is the first of a two-case series (306-135-1 and 306-136-1). Fiat's construction equipment (CE) business was extremely weak during the 1990s, and it had considered divesting the entire division (CNH Global, which was then called Fiat New Holland). With very little US market share, no heavy excavators (which accounted for 50% of the total CE market) and no hydraulics technology (crucial for excavators), Fiat's CE business appeared dismal. Ten years later, CNH Global had become one of the world's leading CE manufacturers, with nearly US$4 billion in annual revenues and a complete CE product portfolio, ranking first in light and medium CE, and third in heavy excavators, and was number three in overall market share. It had achieved growth through a series of global acquisitions, joint ventures and alliances on a major scale, involving players on the European, North American and Japanese markets. This enabled it to leverage synergies with its agricultural equipment business, access to key hydraulics technology, an improved market position in Europe and the US, and greater market access for its full range of CE products. Case (A) describes these acquisitions, as well as the development of CNH Global's CE 'Multi-Brand and Multi-Channel' strategy, and makes sense of its mix of multiple brands, national and corporate cultures, customer groups, organisational functions and geographies. Product differentiation was central to its strategy, enabling it to maintain distinct brands and retain market share.

In the space of a few years, CNH Global's revenues, profits and economic value added in the construction equipment (CE) increased significantly, despite particularly challenging market conditions. These results reflected a series of unprecedented execution efforts at CNH Global. The new matrix organization needed to be operational in a very short time.

This case study examines the sustainable development project at Good Health a disguised name for a research-based international pharmaceutical company. The project was developed in 2003 aimed at showing a way to increase the integration of sustainability principles within Good Health business units and to respond to the company's commitment to transform the Firm into a sustainable enterprise and contribute to promote a sustainable future-oriented society. The case study takes a close look on how the project was developed and carried out by the project team and the various internal consultants chosen for their input. The project outline as well as the organizational structure are analyzed and the differing organizational perspectives on the 'right' approach towards sustainability examined.

After three years in business, HTMa, a German enterprise grown from a partnership between Baxter Germany, and run by entrepreneur Andreas Rudolph, had achieved an increase of 80% in growth with profits up by 300%. The case concentrates on how a customer focused strategy and implementation led to this success. The enterprise creates a new market healthcare space namely "a new way of managing post operative health for patients". The case shows the various challenges associated with this new venture and the initiatives taken to get the final payoff. Central to this is how it embraced innovation on a proactive and ongoing basis to create new wealth and a sustainable competitive advantage. For the conservative Baxter there had been a host of internal issues to deal with - like getting top management's support, and training employees to do things very differently from the past. External issues were equally challenging, like working with partners in a completely new way, sharing knowledge and relationships to get a win-win for all. Andreas Rudolph who saw and sensed the new market opportunity (as he had done in the past and continues to do), has to learn to work with partners like Baxter as well as inspire and build confidence with his team and customer groups so they would take the idea up and make it into a reality.

This case study provides an overview of the retail financial service industry in Germany at the end of 2003 and how MLP AG, an innovative financial services firm, has developed a unique position in the market through customer focus. Rich data especially on the demographic trends that are shaping the industry are given. Additional data on key players of the industry are supplied. This data will enable the students to develop a good understanding of the structure and drivers of this industry. A focus is on the rather innovative MLP business model and strategy and the firm's underlying business activities that have created a uniquely differentiated positioning. The case study is intended for MBA marketing programs. It can also be used as part of a competitive strategy program to discuss the issues related to sustainable competitive advantage.

This case study provides an overview of the retail financial service industry in Germany at the end of 2003 and how MLP AG, an innovative financial services firm, has developed a unique position in the market through customer focus. Rich data especially on the demographic trends that are shaping the industry are given. Additional data on key players of the industry are supplied. This data will enable the students to develop a good understanding of the structure and drivers of this industry. A focus is on the rather innovative MLP business model and strategy and the firm's underlying business activities that have created a uniquely differentiated positioning. The case study is intended for MBA marketing programs. It can also be used as part of a competitive strategy program to discuss the issues related to sustainable competitive advantage.

This is the first of a five-case series (306-138-1 to 306-142-1). In 1991, a small task force of government officials in Peru began laying the groundwork for the sale of a controlling 35% stake in the country's telecommunications duopoly: Compania Peruana de Telefonos (CPT) and Empresa Nacional de Telecomunicaciones (ENTEL). The telecom privatization was part of a larger program launched by President Alberto Fujimori, which aimed to turn Peru's many state-owned enterprises over to the private sector by the end of the decade. Although the telecommunications industry was not the first to be privatized under the Fujimori initiative, it would be by far the biggest to date. Eight international telecommunications consortia qualified to take part in the bidding process. The winning consortium would face the challenge of being the major economic player in the country, would obtain high visibility and would have to form a partnership with the government in order to continue the economic reforms. Case (A) provides background on Peru's economy and the telecom industry, describes its privatization program, including the privatization plan developed for the telecommunications industry, and the key players in the process, including regulatory agency OSIPTEL, government committee CEPRI-Telecom, and the three consortia bidders Telefonica (Spain), Southwestern Bell (USA) and GTE (USA).

Case (B) provides background on the three consortia of bidders in Peru's telecom privatization, including business group data for each of the three.

Case (C) describes the day of the bid (28 February 1994), on which each of the three bidders submitted their offers for a 35% controlling stake in both CPT and ENTEL. Telefonica Group's winning bid of US$2,002 million was more than double the other two bids, to the surprise of all players involved.

Case (D) looks at Telefonica del Peru's financial performance, and the appreciation of Spanish Telefonica's investment. By late 2003, Telefonica Group of Spain had significantly outperformed its competing bidders (Verizon and SBC) for seven consecutive years. Its performance was due to its strong domestic operations but more to its successful international growth strategy, focused on Latin America.