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The case study describes the situation of mobile telephone network operators (MNOs) in 2010 facing a fast increase in the traffic over their third generation (3G) networks (UMTS) following the growing adoption of so-called “smart phones.” Smart phones had capabilities similar to a laptop computer in addition to the normal functions of a cellular telephone: they allowed users to access the Internet virtually anywhere the 3G networks were deployed. Subscribers could thus download music, videos, application software (apps), and upload large files. There were growing concerns among MNOs that some content distributors, and especially Apple with its iTunes and App Store was capturing a large share of the customer value, while not carrying the huge cost of the network. Was there any way for them to regain a share of the content distribution?

The case describes a critical external incident that will have fundamental consequences for a small but very successful family business: In 2010, Konnopke’s Imbiss was considered to be one of the, if not the, most famous snack bars in Berlin. This family-owned business was especially famous for the legendary “currywurst,” a Berlin invention that consists of a sausage fried in hot oil and served with ketchup, chili sauce, curry powder, and French fries. The main branch of Konnopke’s Imbiss was located in the Berlin district of Prenzlauer Berg, which was considered to be one of the “coolest” districts of Berlin. Konnopke’s had become a Berlin fast food icon, winning critical acclaim in almost all major Berlin travel guides. But in 2010, the snack bar no longer seemed to fit to its environment, which had changed from a working class district to a posh neighborhood mainly consisting of young freelancers and tourist.

The case describes how an external event (construction work) will have fundamental consequences for a small but very successful family business. This critical incident forces the owner family to rethink its business.

The case describes the challenges faced at BestCar Bank with respect to talent management and leadership development in the context of a difficult business environment, low-growth markets, and fundamental organizational changes. BestCar Bank is an automotive financial services provider, part of one of the Germany's most premium car manufacturers. After years of high growth and internationalization, the company is finding only limited growth opportunities in the developed countries of the Western World. The management attention has shifted to re-engineering initiatives to make the organization lean and efficient. The economic crisis has increased the pressure to reduce costs and increase efficiency. Despite a state-of-the-art talent management, BestCar Bank faces increasing difficulties in retaining and developing talent. The case can be used to facilitate a discussion and exchange on questions such as - how talent management can be adapted to a changing environment, - what driving and restraining forces influence the success of talent management, - how the link between strategy, change, and talent management can be re-established, - and how a modern management development today can look like.

The case recounts the development of the French national soccer team between 2004 - when Raymond Domenech became head coach for the French national team - and the devastating performances on and off the field by Team France during the World Cup in South Africa in 2010. After a brief overview of French soccer history, the case introduces Raymond Domenech and provides information about his career up to 2004. It presents his unique character and the soccer philosophy that made him such a promising new head coach for the French soccer team. The case continues by describing the developments over the coming years. Its main focus is Domenech but the case also looks at the soccer players - specifically their roles and behaviors vis-à-vis Domenech - the French Football Federation (FFF) as the organization that gave Domenech the job of head coach, as well as developments in the public's perception of Domenech and his work. The narrative culminates in a description of the events on June 20, 2010, when - as an act of solidarity with a player who was dismissed from the team and the tournament - the French soccer team, in front of the television cameras, refused to follow Domenech and boycotted the public training that was announced for that day. The case ends by describing the reactions of fans, media, politicians, and French officials to the events, the measures that the FFF took following the scandal, and the interpretations different observers formulated in the weeks that followed.

On September 15 and 16, 2008, the British artist Damien Hirst broke all rules of the art market. He bypassed conventional distribution channels - dealers and gallery owners - by directly partnering with Sotheby's auction house - and with their help successfully sold more than 200 pieces of his works. Sotheby's auctioned art works which were less than two years old, which was another break from tradition. Hirst earned more than £110 million from the auction - in the midst of a global economic crisis and on the same day that the Lehman Brothers Investment house collapsed. The case study provides an overview of Hirst's career as an artist and the circumstances that supported his success. The case study enables students to develop a good understanding of the elements of a strategic innovation, and how an individual (or organization) can shake up an established industry merely by framing and answering the fundamental strategic questions "Who is the customer," "What do I offer this customer," and "How do I create value for the customer - and ultimately myself" differently. The case provides detailed information on the structure and size of the global art industry, a market that was estimated by The Economist to account from some $50 billion in sales in 2008, down from $65 billion at its peak in 2007.

The case is set in November 2007. Matthias Rebellius, head of the business unit fire safety and security products, has to make a decision about the China strategy for the fire systems unit. Siemens has a very strong position globally in fire systems. Especially in developed markets, in the so-called M1 segments, Siemens is often number one or two. But worldwide and especially in China, the so-called M2 and M3 markets (Siemens terminology) had strong growth, but Siemens was not very well positioned in these segments of the market. The case begins with a short introduction outlining the situation. It then gives a detailed background on Siemens, especially the operating division Building Technologies (BT), and within BT the business unit Fire Safety & Security Products (FS). The case illustrates that the BT division was mainly active in mature, developed markets with slow growth rates. At the same time, there was an aggressive goal of achieving annual growth rates of more than five percent with an EBIT margin of 7 to 10 percent.