The Case Centre’s bestselling authors

Lutz Kaufmann

Lutz Kaufmann
WHU-Otto Beisheim School of Management

"In my opinion, it is most important to focus on a few striking key insights when writing the case: the four or five (counter-intuitive) key takeaways for participants who use the case."

When learning case writing, I found it very helpful to attend a case writing workshop. Mike Leenders and Jim Erskine helped so many of us to get started and improve steadily.

In my opinion, it is most important to focus on a few striking key insights when writing the case: the four or five (counter-intuitive) key takeaways for participants who use the case.

Finally, it is important to get the first couple of cases right. We showcased our Puma AG and Xelibri: A Siemens Mobile Adventure cases when later contacting other companies to get them interested in allowing us to look behind the scenes to develop further case studies.

The three essentials

The three main factors for writing a successful case are:
  • unexpected findings as outcomes
  • open-minded practitioners as interview partners
  • enough time for writing, reviewing and revising.

Favourite cases

The case I am most pleased to have co-authored is Miele - Small Part, Big Impact. Miele is a German icon, a privately held company focused on high-tech engineering and premium products. The case focuses on purchasing and has a nice, surprising twist. And – being a soccer fan myself – I, of course, like our cases on Borussia Dortmund, Borussia Mönchengladbach and Bayern Munich.

Most admired

My favourite case by another author is Pearl River Piano by Michael J. Enright. It was also one of the first cases about emerging market firms’ internationalisation strategies that came with a great video. It focuses on a China-based company that wants to pursue an internationalisation strategy in the West.

More feedback wanted!

We need to give each other more feedback on our cases. If a colleague has used a case, it would be a nice gesture to just briefly let the author(s) know how it went, what points came up in the discussion, what was challenged, and what might be added. 

View cases written by Lutz

 
About the author

Lutz Kaufmann is professor and chair of International Business & Supply Management at WHU-Otto Beisheim School of Management, Germany, and a former Associate Fellow of Said Business School at the University of Oxford. Lutz works with executives from companies around the world, including 3M, Haniel, L’Oreal, Henkel, ThyssenKrupp, and MAN.

Since 2008, Lutz has been the European Editor of the Journal of Supply Chain Management (JSCM), helping to shape the future research agenda in the field. Lutz has published more than a dozen books on strategy and supply management, and his work has appeared in numerous publications including, the Wall Street Journal, Financial Times, Journal of International Marketing, Journal of Operations Management, and Journal of Supply Chain Management

e kaufmann@whu.edu

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