Case studies

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Combining Business and Societal Objectives at Danone

F. DALSACE, B. FAIVRE TAVIGNOT

2014

Danone is a leading European food multinational company who has been aggressively pursuing societal ("CSR") objectives for more than 40 years, and has developed an even more ambitious dual project since 2008. In 2011, in the aftermath of the worldwide crisis, the firm finds it increasingly difficult to meet its growth and profit objectives. Some voices in the Executive Committee are complaining that the societal agenda is putting undue pressure on the business.

The case briefly outlines Danone history and describes the organization and platforms enabling the firm to implement its new vision, which integrates business and societal objectives. The different platforms are illustrated by 12 examples of societal projects conducted throughout the world. In many instances the case hints at the way Danone uses CSR as a lever for transforming the company.

Danone needs to reexamine its societal approach to see whether it hinders or helps achieve business results. This begs the questions of 1) the legitimacy of Danone's management to develop these CSR initiatives 2) the method chosen by the firm to do so (how is Danone developing its dual approach?) and 3) the results accomplished so far.

Keywords: Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business.

DECLEOR : Une stratégie marketing et de communication innovante

M. BADOC

2013

La marque Decléor (Groupe Shiseido) propose dans un contexte international des produits cosmétiques de soin élaborés à partir d'huiles essentielles fondées sur l'aromathérapie. Ils sont commercialisés dans les instituts de beauté mais aussi disponibles dans certains canaux de distribution sélectifs : grandes surfaces, département-stores, pharmacies, parapharmacies, parfumeries.
Après plusieurs années où les ventes connaissent une croissance assez faible, Madame Dominique Le Carou, Directrice Générale des marques Decléor et Carita, souhaite que ses équipes engagent une vaste réflexion sur la politique et les moyens en marketing et communication à instaurer pour faire face à cette situation. Elle propose que la réflexion accorde une large priorité à l'utilisation des techniques et méthodes de la stratégie marketing et de la communication les plus récentes : Innovation valeur (Océan Bleu), e-marketing, marketing sensoriel ...

Keywords: Marketing, Blue Océan Strategy, Neuromarketing, marketing sensoriel, e, marketing, marketing viral, Permission Marketing, international, cosmétiques

Sales Disease at Hadaara Technology

D. ROUZIES, S. NERI

2013

This case study deals with a company-wide transformation: from a telecom commodity player into an ICT service company in Europe. The reorganization of the sales force is especially addressed as well as the key account management structure.
The case offers insights into the evolution of a global industry and the consequences on its players, particularly focusing on sales strategy, sales management and sales competencies. The core issues are the sales structure and the missing sales competencies. The case also offers the opportunity to reflect on the role of politics in corporate life and how often they get in the way of sound and fact-based decision-making, particularly in sales management.
The case is very useful also for leading a discussion on Key Account Management ("KAM") and its purpose and role within a sales strategy. In parallel it provides a context for developing a good understanding of sales competencies needed in KAM for complex business-2-business ("B2B") solution selling. It illustrates the importance of competency assessment as a base for sales force development and as a core part in building a sale structure.
On a corporate strategy level, it poses students questions about the possible organizational structures of an international sales division and its effects on customer perception, sales motivation and compensation as well as brand awareness.

Keywords: Information and communications technology sector, B2B sales force, KAM organizational structure, KAM competencies

BIN (Banque Industrielle du Nord) - Plan Marketing 2012-2015

Michel BADOC

2012

La BIN (Banque Industrielle du Nord), banque régionale récemment rachetée par un groupe financier allemand, demande à ses deux responsables marketing, clientèle des particuliers et des entreprises, de présenter devant le Comité de Direction de la Banque un plan marketing à trois ans destiné à développer son activité auprès des consommateurs et des PME dans la région du Nord et du Pas de Calais.

Keywords: Business to Business (B to B) , Business to Consumer (B to C) , Business model , Marketing bancaire , Marketing des services , Plan de développement marketing , Marketing mix , Diagnostic stratégique , SWOT

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

Frederic DALSACE, B. GARRETTE, J.-L. ARDOIN, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Keywords: Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.


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