Case studies

After the Spin-off from Accor: Creating a New Strategy for Edenred

P. DUSSAUGE, F. LEROY

2014

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years.

Keywords: Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

P. DUSSAUGE, F. LEROY

2014

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off.

Keywords: Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation.

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.

Freedom for Noses!

T. PARIS, G. LANG

2014

The case is about an SME in the luxury perfume sector.
Its founder, an insider in the sector, created it after seeing that the sector was finding it increasingly difficult to offer atypical and original designer perfumes, and that a certain number of consumers were growing frustrated. This observation led him to create his own company and devise a different business model.
The case comprises two parts, which can be addressed successively or separately. The first part leads students to carefully analyze the perfumery sector and the causes of these problems, and then to identify business opportunities to offer a range of products that guarantees a high level of creativity. The second part describes the business model of the company, its operation, positioning and offer and raises the issues of business development.

Keywords: Perfume Industry, Luxury, Business Model, Business Development, Innovation

Glass Hostaria – Restaurant Innovation in the Heart of Trastevere

S. SALVEMINI, G. CINQUE, P. V. MANNUCCI

2014

This case study is about strategic growth in a creative industry. It presents the steps undertaken by a highly symbolic organisation in order to acquire and maintain a distinctive position in a very competitive environment. Moreover, the case discusses the organisational structure and culture that help in fostering innovation and quality, and offer an interesting example of women’s entrepreneurship. Glass Hostaria is a Michelin-starred restaurant based in Trastevere, a neighborhood in Rome renowned for its stereotypical and fake traditional trattorias. In a relatively short period, Glass succeeded in creating for itself a distinctive position and image. This was achieved thanks to its unique mix of innovation, tradition and managerial practices. The continuous growth in quality and popularity led Glass to gain a Michelin star, a result that was hoped but unexpected. This accomplishment brought Glass management and staff to face a series of radical strategic choices for the future. The case highlights Glass key success factors by presenting the restaurant philosophy, its managerial practices and organisational structure.

Keywords: Entrepreneurship; Women's entrepreneurship; Food and beverage; Restaurant business; Management; Strategy; Enogastronomy; Michelin-starred restaurants; Creative industry; Innovation


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