• 3M Automotive Aftermarket Division

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
      This case highlights the various factors that affect how an organisation moves from a product focused approach to a solution-based approach. The case incorporates the process change involved in this transition, and in particular focuses on the changes in customer orientation, the corresponding value proposition, and the underlying value network. These objectives are accomplished by illustrating the 3M AAD (Automotive Aftermarket Division) situation over time, as structured in parts (A), (B) and (C). The teaching note provides discussion questions that follow each part and form a link to the following part.
    • 3M Automotive Aftermarket Division - Teaching note

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
    • Analyzing the financial statements of the world's largest retailer: Wal-Mart

      De Maeseneire, Wouter; Luypaert, Mathieu (2010)
      This case is intended for an introductory or main course on Financial Statement Analysis. It may also be useful within a Corporate Finance / Financial Management course. After a class on financial statements and liquidity, profitability and solvency ratios - and some brief examples discussed by the lecturer - students should be capable of making a financial analysis of Wal-Mart. Students can be asked to make this analysis in class, or to prepare the case outside the classroom, and to present it. Ideally, the case work is conducted in groups of 4 to 6 students, and it typically takes between 1 to 1.5 hours (for the analysis itself - obviously, drafting a written report or presentation is more time consuming). The Wal-Mart case is aimed at both undergraduate and graduate students, and for general management programmes / MBAs as well as finance students - obviously, for the latter group, a much more fine-grained analysis, extensive discussion and adequate linking among various financials and between the numbers and Wal-Mart's business is required. Evidently, the lecturer should highlight many more details in a class of finance students.
    • Barco: Leading the Events Market

      Muylle, Steve; Debruyne, Marion (2009)
      In 2004, Barco is a leading player in the market for events projection for large and extra large venues. Barco's Events Business Unit is the biggest business unit of the Barco Media and Entertainment Division. Chris Colpaert, Director Product Management is returning from Infocomm, the most important tradeshow for audio visual professionals in the world, and needs to decide which product line decisions to take in response to the competitive developments in the market. As he prepares for a meeting with the Business Unit and Division directors, he is considering four options. The four options represent different innovation strategies.
    • BNP Paribas Fortis: The "James" Banking Experience

      Muylle, Steve; Standaert, Willem (2017)
    • CRM excellence at KLM Royal Dutch Airlines

      Viaene, Stijn; Cumps, Bjorn (2005)
    • Delivering Exceptional Service: The Belron® Experience

      Rangarajan, Deva; Lubner, Gary (2011)
      The case is about delivering excellent service to customer using the gaps model of service framework.
    • Digital Strategy at Merck Sharp & Dohme

      Muylle, Steve; Basu, Amit (2015)
    • Eastpak - JanSport case study

      Geuens, Maggie; Goessaert, Geert; Mast, Gitte; Weijters, Bert (2002)
    • Going off the beaten track: indirect sales at leaseplan

      Huygens, Katrien; Muylle, Steve (2006)
      LeasePlan, one of the biggest fleet companies in the world, had established itself through a direct sales model targeting large fleet customers. In its impressive growth run it had largely ignored small fleet customers as these were too costly for its direct sales force to serve. Yet, LeasePlan had started to consider an alternative to its proven sales model: indirect sales through intermediaries to address the small fleet segment. Indeed, some business units (BU) had ventured into the small fleet segment through deals with bank branches and car dealerships. However, at LeasePlan, no standard set of criteria was in place to create synergies in managing these activities as each BU worked by its own initiative. Also, the involvement of an intermediary implied a significant risk for LeasePlan as it became the intermediary who represented LeasePlan to the customer. As a result, LeasePlan was faced with three main questions: (1) how to choose an appropriate intermediary for LeasePlan to work with?, (2) how to manage the resulting working relationship between LeasePlan and its intermediaries?, and (3) how to create synergies in managing these activities across all BUs?
    • Going off the beaten track: indirect sales at leaseplan - Teaching Note

      Huygens, Katrien; Muylle, Steve (2006)
      LeasePlan, one of the biggest fleet companies in the world, had established itself through a direct sales model targeting large fleet customers. In its impressive growth run it had largely ignored small fleet customers as these were too costly for its direct sales force to serve. Yet, LeasePlan had started to consider an alternative to its proven sales model: indirect sales through intermediaries to address the small fleet segment. Indeed, some Business Units (BU) had ventured into the small fleet segment through deals with bank branches and car dealerships. However, at LeasePlan, no standard set of criteria was in place to create synergies in managing these activities as each BU worked by its own initiative. Also, the involvement of an intermediary implied a significant risk for LeasePlan as it became the intermediary who represented LeasePlan to the customer. As a result, LeasePlan was faced with three main questions: - How to choose an appropriate intermediary for LeasePlan to work with? - How to manage the resulting working relationship between LeasePlan and its intermediaries? - How to create synergies in managing these activities across all BU's? Key Words: Services Management - Service Intermediary - Indirect Sales
    • Innovation for sustainable, profitable growth at Barry Callebaut

      Muylle, Steve; Baert, Caroline; Debruyne, Marion (2013)
    • Leading the Broadband Access Market in EuropeProduct Strategy Formulation at Alcatel - Teaching Note

      Muylle, Steve; Geeraerts, Pieter (2006)
      As the undisputed market leader in the broadband access market, Alcatel has consistently focused on offering Digital Subscriber Line (DSL) technology and equipment to incumbent telecom operators in Europe. Clearly, Alcatel closely monitors any change in the broadband access market to anticipate and drive consequent changes in its product strategy. While continuous price erosion and Chinese competition are significant factors, developments in the areas of customer (telecom operators) and end customer needs (residential and (small) business customers), technologies (copper, fibre, wireless), regulation, and new entrants may present new opportunities. Given these developments, Alcatel needs to decide whether and how to adjust its product strategy. . Key Words Product strategy, disruptive innovation, market leadership
    • Leveraging Solvay Group culture with a third generation intranet

      Muylle, Steve; Viaene, Stijn (2008)
      At the beginning of 2001, Luis Serrano took over from Michel Washer as Head of e-Enterprise Services at Solvay Group. Washer and Serrano shared a vision. The vision was that of a next generation intranet that would open the windows to the vast amount of knowledge and experience within the Solvay Group. The case describes how Serrano got approval from the executive committee as well as how the ensuing project was organised for implementation. The case provides an opportunity to discuss the rationale underlying the securing of buy-in from senior management and to gain insight into the organisation of and critical success factors for project execution.