Product details

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Published by: Institute for Management Development (IMD)
Originally published in: 2017
Version: 10.10.2018
Revision date: 13-Nov-2018
Length: 18 pages
Data source: Field research

Abstract

This case addresses the key aspects of strategy analysis and strategic decision making (eg Porter's Five Forces, Key Success Factors, Value Discipline Model), putting special emphasis on global marketing, positioning, segmenting and branding (Keller Brand Equity Model, Brand architecture); primary emphasis of the case is on an outside-in view with the exception of the Tracey / Wiersema Value Model. Attention is especially given towards outlining how an existing premium product and service portfolio can be complemented with a value offering, whilst managing the preservation of the legacy premium business and hedging any potential cannibalizing effects. It thereby allows for a controversial discussion and reflection on the introduction of such a dual-segment strategy (Hambrick's Strategy Diamond). Further, the case then broadens the scope and provides the base for an open discussion about potential chances and risks for a product-/service-centric company to become an integrated / cross-segment / total solution provider.
Locations:
Size:
Net revenue CHF918m, number of employees 3,615 (per 2016)
Other setting(s):
2008-2017

About

Abstract

This case addresses the key aspects of strategy analysis and strategic decision making (eg Porter's Five Forces, Key Success Factors, Value Discipline Model), putting special emphasis on global marketing, positioning, segmenting and branding (Keller Brand Equity Model, Brand architecture); primary emphasis of the case is on an outside-in view with the exception of the Tracey / Wiersema Value Model. Attention is especially given towards outlining how an existing premium product and service portfolio can be complemented with a value offering, whilst managing the preservation of the legacy premium business and hedging any potential cannibalizing effects. It thereby allows for a controversial discussion and reflection on the introduction of such a dual-segment strategy (Hambrick's Strategy Diamond). Further, the case then broadens the scope and provides the base for an open discussion about potential chances and risks for a product-/service-centric company to become an integrated / cross-segment / total solution provider.

Settings

Locations:
Size:
Net revenue CHF918m, number of employees 3,615 (per 2016)
Other setting(s):
2008-2017

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