Frederic DALSACE

This case describes how a services’ provider, LYDEC, entered the BoP market of Casablanca shanty towns step-by-step. First LYDEC entered as a sole player from 1997, which due to ill-adapted services and unreliable processes revealed to be an extremely costly initiative; then with government and local authorities support from 2005. In the second period, the strong public-private partnership enabled a better adaptation to customers’ need, a higher operational efficiency and limited investment costs. While GDF-Suez is nowadays envisaging replicating the initiative in other developing countries, students are asked to reflect on key success factors of the Moroccan initiative, ones that could be replicated, and issues that could arise in other institutional frameworks. , 2012 , Bottom of the Pyramid, Essential Services, Public Private Partnerships, Scalability, Replicability , SnO

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. , 2014 , Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-combining-business-and-societal-objectives-at-danone)

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. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-a-creating-a-social-business-in-bangladesh)

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. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-b-new-directions)

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. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-c-update)

Solutions; Transition from product to service; Service excellence; Business model change; Fleet management; Channel relationships; Sales force management; Service economy; Customer value; Environmental, friendly business models , 2012 , Solutions; Transition du produit au service; Excellence de service; Changement de modèle économique; Gestion de flotte; Gestion des forces de vente; Economie de service; Valeur client; Modèles économiques respectueux de l'environnement , SnO (http://www.ccmp.fr/collection-hec-paris/cas-michelin-fleet-solutions-de-la-vente-de-pneumatiques-a-la-vente-de-kilometres)

Michelin, a worldwide leader in the tyre industry, launched in 2000 a comprehensive tyre-management solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers - instead of selling tyres. This decision moves the strongly product-driven firm into the new world of services and solutions. The shift is intuitively appealing, and it provides Michelin with an opportunity to differentiate itself in the tyre business. After 3 years, however, expansion is far below expectations and profitability is terrible - despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS's future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned? This case investigates the difficulties that industrial groups face when they transition from selling products to providing service. It enables participants to reflect on the following issues: What's industrial groups' rationale for moving towards solutions? What kind of business model reconfiguration does it imply? How does moving to solutions raise multiple challenges throughout the organization (eg in terms of sales force management, risk management, channel relationships etc)? , 2012 , Solutions; Transition from product to service; Service excellence; Business model change; Fleet management; Channel relationships; Sales force management; Service economy; Customer value; Environmental, friendly business models , SnO (http://www.ccmp.fr/collection-hec-paris/cas-michelin-fleet-solutions-from-selling-tires-to-selling-kilometers)

Michelin, one of the worldwide leaders in the tire business, needs to decide on the market positioning and definition of the next generation of its main passenger "Energy" car tire line in Europe, a major investment. Tires are sold on two different - yet related - markets, with markedly different requirements, and these requirements are evolving in separate directions. On the one hand, there is some indication that the smaller and less profitable Original Equipment Market (OE) is now looking for tires that will help car makers to reach their targets in terms of average fuel efficiency and in terms of carbon dioxide emissions levels. On the other hand, the Replacement Market (RT) does not really value or understand this characteristic yet. Instead, when they replace their tires, car drivers are seeking cheaper, longer-lasting tires that have superior grip, especially in wet conditions. As the RT market is the most important both in terms of sales and profit, the choice appears to be easy. However, the existence of a strong influence of the OE market on the RT market ("carry-over effect") makes this choice difficult. The option of selling two tire lines - one for each market - is also a possible solution, but it is costly in terms of manufacturing and logistics, and it reduces the carry-over effect. , 2012 , Value creation, value appropriation, car industry, B2B (http://www.ccmp.fr/collection-hec-paris/cas-michelin-energy-4)

Antalis is a company working as a major player in the B-to-B distribution in Europe. In 2007, Antalis took control over its competitor MAP to become #1 in the paper distribution industry. This key strategic move allows it to expand its geographical coverage, rationalize its warehouse and distribution network, and benefit from economies of scale. In a mature industry, and knowing a steady decline in demand, this acquisition demonstrates the benefit of a strategy focused on the size and complementarity of activities. It prepares the company Antalis better than its direct competitors in the industry knowing turbulence since. , 2012 , Post acquisition , Implementation , Restructuring , Corporate Identity and Culture , SnO (http://www.ccmp.fr/collection-hec-paris/cas-antalis-map-b-merging-and-post-acquisition-management-2)

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. , 2013 , Information and communications technology sector, B2B sales force, KAM organizational structure, KAM competencies (http://www.ccmp.fr/collection-hec-paris/cas-sales-disease-at-hadaara-technology)