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Prize winner
Subject category: Marketing
Authors: Sandra Vandermerwe (Imperial College London)
Published in: 2001
Notes: To maximise their effectiveness, colour items should be printed in colour.

Abstract

This is the second of a two-case series (501-009-1 and 501-068-1). IHI has been growing at a phenomenal rate. CEO, Per Bay Jorgenson has long been aware that he will need capital to fund this growth and case B opens with the press announcement that EQT - a venture capital company - has bought the company. What''s the implication? The heart of the case, however, deals with how IHI implements a three-step customer focused strategy for growth including articulating the new competitive landscape and mission, defining new opportunities for products and services, handling the challenges of getting buy-in externally and internally, choosing and collaborating with partners to deliver the total experience, strengthening the brand through communications, and developing a new Web site. Additionally, some of the issues raised are pricing (what to charge for and how), internationalisation of services (entry options and implication), distribution (new roles for local branches/distributors), the financial challenges of investing to grow (whilst keeping costs down), the impact on organisation of transformation (people & structure), and maintaining entrepreneurial flair (given a new owner, board and reporting system). This case contains colour exhibits. A video (501-009-3) is available to accompany the case series.
Location:
Industry:
Size:
Medium
Other setting(s):
2000-2002

About

Abstract

This is the second of a two-case series (501-009-1 and 501-068-1). IHI has been growing at a phenomenal rate. CEO, Per Bay Jorgenson has long been aware that he will need capital to fund this growth and case B opens with the press announcement that EQT - a venture capital company - has bought the company. What''s the implication? The heart of the case, however, deals with how IHI implements a three-step customer focused strategy for growth including articulating the new competitive landscape and mission, defining new opportunities for products and services, handling the challenges of getting buy-in externally and internally, choosing and collaborating with partners to deliver the total experience, strengthening the brand through communications, and developing a new Web site. Additionally, some of the issues raised are pricing (what to charge for and how), internationalisation of services (entry options and implication), distribution (new roles for local branches/distributors), the financial challenges of investing to grow (whilst keeping costs down), the impact on organisation of transformation (people & structure), and maintaining entrepreneurial flair (given a new owner, board and reporting system). This case contains colour exhibits. A video (501-009-3) is available to accompany the case series.

Settings

Location:
Industry:
Size:
Medium
Other setting(s):
2000-2002

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