Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
Digi-Tec was a growing ICT firm and achieved growth both organically and through mergers and acquisitions (M&As). The large number of shareholders had divergent goals and visions for the future. In order to ensure further growth, two main shareholders searched for an external investor to buy out the others and thereby align and strengthen its governance. In 2011 the Spain-based private equity firm SRIC invested in Digi-Tec. This case documents the interactions between the external investor and the management. An exit opportunity arose much earlier than expected. The investment manager is faced with the question whether it is optimal to exit already after three years, or rather to stay on board for some more years as initially planned.
This case reveals the complexity of making a viable market entry with a complex healthcare IT product and illustrates how a technology-driven company aims at making a strategic transition. In 2005, Agfa HealthCare is an established player in the market for medical imaging, that strives to become a leading healthcare IT player. To break through market inertia and increase market share, the company ventures into the development of state-of-the-art IT solutions. Looking for its next growth opportunity, Agfa HealthCare's attention is drawn towards the Spanish healthcare market where it faces four options for a possible market entry with IT solutions: (1) enter the Spanish market alone, (2) acquire a Spanish player, (3) partner up with a company in the Spanish market or (4) dismiss the move altogether and direct its efforts towards other markets or products. It is up to the strategic decision maker to analyse the pros and cons related to each strategy based on available information concerning the industry, customers, competition, possible partners, acquisition candidates and product characteristics. Therefore, this case is particularly suitable for students of both degree programs and executives interested in market strategy, strategic decision making, competition and product management.
The export option will allow you to export the current search results of the entered query to a file. Different
formats are available for download. To export the items, click on the button corresponding with the preferred download format.
By default, clicking on the export buttons will result in a download of the allowed maximum amount of items.
To select a subset of the search results, click "Selective Export" button and make a selection of the items you want to export.
The amount of items that can be exported at once is similarly restricted as the full export.
After making a selection, click one of the export format buttons. The amount of items that will be exported is indicated in the bubble next to export format.