Recent Submissions

  • Digi-Tec: The VC investor exit decision

    Paeleman, Ine; Manigart, Sophie; Slagmulder, Regine (2019)
    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.
  • RTE: Financing electricity transmission investments in a regulated environment

    Roodhooft, Filip; Hadush, Samson Yemane; Meeus, Leonardo; Momber, Ilan (2019)
    Leading up to 2013, Réseau de Transport d’Électricité (RTE), a French transmission operator (TSO), was the largest TSO in Europe’s electricity network. Like all European TSOs, RTE was subject to regulatory regimes. At the end of 2013, RTE was operating under a revenue cap, which required that it seek the regulator’s approval before making capital investments. The company was poised to undertake an ambitious investment program in 2014 to replace aging assets. However, the potential for regulatory changes, the need for the regulator’s approval, and the long depreciation life of the assets made planning difficult. RTE needed to develop a financial planning model that would help it decide whether to make the investment and how to prepare for possible regulatory uncertainties.
  • Eandis: Financing the rollout of smart meters in a regulated environment

    Roodhooft, Filip; Momber, Ilan; Meeus, Leonardo; Hadush, Samson Yemane (2019)
    n 2014, Eandis System Operator CVBA (Eandis), a low- and medium-voltage power distribution system operator (DSO) in Belgium, had an ambitious plan for investing in a smart metering infrastructure, but the regulatory context was uncertain. The company had been operating in a regulated monopoly characterized by a cost-plus pricing regime. The regime allowed the company to recover its costs through the tariffs it charged grid users for access to the electricity distribution network. In recent years, the regime had motivated the company to invest in infrastructure; however, the cost-plus regime was about to be replaced by a new type of regulation based on incentives and the DSO's performance. Under the new regulation, DSOs could propose investments to the regulator, who then approved the investments based on a cost-benefit analysis. In this context, Eandis must decide whether to continue with its plan to invest in smart metering and, if so, how to structure the investment to appeal to the equity investors.
  • Event identification and demand management at Fluvius

    Varganova, Olga; Samii, Behzad (2019)
    As a Distribution System Operator (DSO) in the Flemish Region of Belgium, Fluvius plays a role of strategic importance. With the growing energy demand and proliferation of new energy technology, DSOs require significantly more resilience to withstand upcoming disruptions. The energy system-wide approach towards building resilience aims to develop monitoring and prevention procedures. Smart meter data analytics opens a new avenue for the use of event management, enabling decision-makers to detect anomalous events in real-time and respond within a short time frame. Although some events strike either immediately or after a short warning, other events are anticipated well in advance. It is suggested that the danger of growing peak consumption will be combatted with demand management tools, which involve the consumer's engagement and more efficient use of technology. On the one hand, opting for dynamic pricing can leverage the consumer's potential to change consumption behaviour and decrease the harmful spike peak for the power infrastructure. On the other hand, electricity storage can decrease congestion in the power grids and support more active adoption of renewable technology. The systematic approach towards disruptions can build Fluvius' resilience, so that the organisation can bounce back with low impact on performance.
  • Sustaining Customer Centricity at Châteauform

    Verweire, Kurt; Debruyne, Marion; Leleux, Benoît; Schmidheiny, Stephan (2014)
  • Alliander: Power to the people (C)

    Debruyne, Marion; Meeus, Leonardo; Hadush, Samson Yemane (2017)
    This is part of a case series. The aim of this three part teaching case is to stimulate discussion on how companies can adopt new business models to survive sector-wide transitions by taking the perspective of energy network companies which often operate under a highly regulated environment.
  • Alliander: Power to the people (B)

    Debruyne, Marion; Meeus, Leonardo; Hadush, Samson Yemane (2017)
    This is part of a case series. The aim of this three part teaching case is to stimulate discussion on how companies can adopt new business models to survive sector-wide transitions by taking the perspective of energy network companies which often operate under a highly regulated environment.
  • Toon: Eneco's smart platform for selling less energy to the home

    Steve, Muylle; Niraj, Dawar (2018)
    Eneco Group, the second largest utility company in the Netherlands, launched a smart thermostat, Toon, that served as a platform for energy management services. Toon quickly became the gold standard for smart homes in the Netherlands. In January 2017, top management needed to discuss the strategic priorities to keep Toon’s lead and hold off the competition.
  • KBC's digital transformation: a cultural and people change (B)

    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.
  • A 60 second clip to create change: palm oil role play (round 1)

    Roome (+), Nigel; Louche, Céline (2014)
    On March 17, 2010, Greenpeace launched a new campaign against the conversion of tropical rainforest to industrial palm oil plantations. The campaign directly attacked Nestle because its supply-chain included palm oil from alleged unsustainable sources. The campaign began with a 60 second video clip. Although Nestle was directly targeted by the campaign, other actors such as companies in the same sector, the suppliers and marketers of palm oil, and NGOs protecting the rainforest were also affected. The video went viral within a few days and Greenpeace followed up with other actions. The case is set up as a role play in two rounds. In round 1, students are invited to consider how the Greenpeace campaign might affect each of a set of five actors (but not Nestle). The five actors present their responses to the campaign and this provides a context to round 2. In round 2, students take on the role of managers at Nestle who have to decide what the company should do next. This role play is about better understanding the impact of organisations on society in a dynamic context shaped by the unfolding positions and actions of a number of organisations. It involves comprehending organisations and their actions in a more systemic perspective than usual; seizing on the complexity and context dependent nature of sustainability. At the same time the case introduces the phenomenon of targeted social activism; and the question of change not only by an organisation but also at the field level. The case study can also be used to critically assess the value of a range of management concepts such as stakeholder theory and creating shared value as well as exploring the business contribution to sustainable development in developed and developing countries.
  • A 60 second clip to create change: palm oil role play (round 2)

    Roome (+), Nigel; Louche, Céline (2014)
    On March 17, 2010, Greenpeace launched a new campaign against the conversion of tropical rainforest to industrial palm oil plantations. The campaign directly attacked Nestle because its supply-chain included palm oil from alleged unsustainable sources. The campaign began with a 60 second video clip. Although Nestle was directly targeted by the campaign, other actors such as companies in the same sector, the suppliers and marketers of palm oil, and NGOs protecting the rainforest were also affected. The video went viral within a few days and Greenpeace followed up with other actions. The case is set up as a role play in two rounds. In round 1, students are invited to consider how the Greenpeace campaign might affect each of a set of five actors (but not Nestle). The five actors present their responses to the campaign and this provides a context to round 2. In round 2, students take on the role of managers at Nestle who have to decide what the company should do next. This role play is about better understanding the impact of organisations on society in a dynamic context shaped by the unfolding positions and actions of a number of organisations. It involves comprehending organisations and their actions in a more systemic perspective than usual; seizing on the complexity and context dependent nature of sustainability. At the same time the case introduces the phenomenon of targeted social activism; and the question of change not only by an organisation but also at the field level. The case study can also be used to critically assess the value of a range of management concepts such as stakeholder theory and creating shared value as well as exploring the business contribution to sustainable development in developed and developing countries.
  • Food@home (A): strategic use of budgets

    Stouthuysen, Kristof; Roodhooft, Filip (2018)
    This is part of a case series. Food@Home is a Belgian online consumer food brand specialised in the home delivery of boxes containing recipes and ingredients. In two years, Food@Home created a new market and became the market leader. While at the end of 2015, Food@Home reported a negative operating income margin of 30%, the goal for 2016 was to was to break-even. To achieve this goal, Food@Home needed to upscale sufficiently and further successfully execute its strategy. To help with the execution and management of that strategy, John C, the financial director of Food@Home, needed to develop a budget. The CEO of Food@Home, Charles M, asked John to present an operating income and cash budget for the year ahead.
  • KBC's digital transformation: a strategic response (A)

    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.
  • Food@home(B): strategic variance analysis

    Stouthuysen, Kristof; Roodhooft, Filip (2018)
    This is part of a case series. The Food@Home (B) case presents all the information available to Charles, the CEO, to evaluate the performance of Food@Home in 2016. It involves analysing the difference in original budgeted and actual financial results, including the profit impact of various sources of strategic profitability, and preparing a comprehensive reconciliation of actual and planned operating profit.
  • Surviving digital disruption: the case of Truvo

    Peeters, Carine; Baert, Caroline (2018)
    The case study is set at the end of the year 2014. At that time, Truvo, a traditional yellow pages industry player in Belgium, has already made a number of important steps in its transition from a print directory company to a digital marketing agency for small and medium sized enterprises (SMEs). Different strategic options have been explored, implemented and / or abandoned, illustrating the continuous approach to the company's strategic transformation. In 2014, Truvo's management had to decide on two important next steps in the company's transformation: 1) Should Truvo further accelerate the full exit from print business? 2) Should Truvo extend its digital marketing offering by creating a full-service agency targeting larger clients? In addition to a reflection on Truvo's transformation journey overall, these two concrete questions offer an opportunity to expose students and executives to the difficulty of strategy making when a company needs to radically rethink its existing business model in a context of rapid but also uncertain market developments.
  • Smart meter technology acceptance at EANDIS

    Li, Lingxin; Samii, Behzad (2014)
    This case could be taught in a course of operations management or technology management. It leads to some solutions to the difficulties that Eandis was facing during its smart meter installation projects: uncertainty of the link between smart meter installation and energy saving; users were not taking efforts in energy saving; customers were challenging these projects with regards to security, privacy and trust to the system, and so on. The case gives suggestions in Eandis’ possible further actions, by applying the UTAUT (Unified Theory of Acceptance and Use of Technology) framework in the field of social psychology. The case discussion will be directed to analysing the challenges during smart meter installation rollout within the UTAUT framework. There are a number of discussion topics: what should Eandis do in order to raise the concern of energy saving? How to overcome customers’ privacy concerns regarding smart meter installation? How can Eandis analyse based on current data on hand and what further analysis Eandis should perform? What is currently missing in the UTAUT framework and what actions should be taken in the future? These points come together providing an integrated solution as a whole to increase customers’ acceptance of smart meter technology.
  • B-Kay Tech: Horizontal Collaboration in Logistics

    Boute, Robert; Van Steendam, Tom; Creemers, Stefan (2017)
  • Alliander: Power to the people (A)

    Debruyne, Marion; Meeus, Leonardo; Hadush, Samson Yemane (2017)
    This is part of a case series. The aim of this three part teaching case is to stimulate discussion on how companies can adopt new business models to survive sector-wide transitions by taking the perspective of energy network companies which often operate under a highly regulated environment.

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