Friedl / Biagosch Case Studies in Strategic Management

How Executive Input Enables Students' Development
1. Auflage 2018
ISBN: 978-3-319-95555-1
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 104 Seiten

Reihe: Management for Professionals

Most business schools use case studies in their courses. However, these are typically based on past cases and assigned to students to solve. This book describes a new approach for teaching with case studies, which was developed and applied successfully at TUM School of Management. In this approach, student teams write and solve their own case study on a topic concerning current and future businesses. A case can thus be on their own startup or a strategic decision of existing companies. During the course, the students receive intensive coaching while selecting and developing the case topic by the course advisors as well as feedback by industry experts and executives for whom the case is actually a burning question. 
The authors present 17 cases covering strategic questions for startups and technology companies such as Deutsche Post, BMW, Ryanair, Lufthansa, Stadtwerke München, Fielmann, adidas, Siemens, Caribou Biosciences, eon, Airbus, Unicredit and UBS.

Andreas Biagosch worked for McKinsey & Company for more than 30 years. He is now member of several supervisory boards of large family firms and lectures at the Technical University of Munich. Gunther Friedl is a Professor of Management Accounting at the Technical University of Munich and Dean of its Business School TUM School of Management.

Autoren/Hrsg.

Friedl, Gunther

Biagosch, Andreas

Inhaltsverzeichnis

1;Preface;6
2;Acknowledgements;9
3;Contents;11
4;About the Authors;12
5;List of Abbreviations;13
6;List of Figures;14
7;Case: The Renewed Case Seminar;18
7.1;1 Brainstorming;18
7.2;2 Conclusion;22
7.3;3 Solution;22
7.4;4 Outlook;31
8;Supporting Companies and Participating Managers in Case Study Presentations;33
9;Case: unu GmbH: Sharing Is Caring-A Suitable Business Model for E-Scooter in Germany;38
9.1;1 Introduction;39
9.1.1;1.1 unu GmbH;39
9.1.2;1.2 Trends;40
9.1.3;1.3 Customer Needs;40
9.2;2 Business Model for E-Scooter Sharing;41
9.2.1;2.1 Business Model of E-Scooter Sharing for unu;41
9.2.2;2.2 Benchmarking;42
9.2.2.1;2.2.1 Car Sharing;42
9.2.2.2;2.2.2 Bike Sharing;43
9.2.2.3;2.2.3 Scooter Sharing;43
9.2.3;2.3 Competitor Analysis;43
9.2.3.1;2.3.1 scoo.me;44
9.2.3.2;2.3.2 eMio;44
9.2.3.3;2.3.3 Jaano;44
9.2.4;2.4 Customers;44
9.2.5;2.5 Cost Structure and Cash Requirements;45
9.2.6;2.6 Target Cities;47
9.3;3 Executive Summary;47
9.4;4 Case Questions;47
9.5;5 Appendix;48
9.5.1;5.1 Appendix: Case Description;48
9.5.2;5.2 Appendix: Case Solution;58
9.6;6 Case Solution;68
9.6.1;6.1 Pricing Model;68
9.6.2;6.2 Synergy Effects;69
9.6.3;6.3 Number of Customers for Break-Even;69
9.6.4;6.4 Target Cities;70
9.6.5;6.5 Risks and Opportunities;70
9.6.6;6.6 Outlook for the Future;71
9.7;7 Recommendation;72
9.8;References;73
10;Case: UBS-Acquisition of Commerzbank AG as a Possible Growth Strategy;75
10.1;1 Introduction;76
10.2;2 Background Knowledge;77
10.2.1;2.1 Economy;77
10.2.2;2.2 Banking Industry;78
10.3;3 Future Partners at a Glance;79
10.3.1;3.1 UBS Group AG;80
10.3.2;3.2 Commerzbank AG;81
10.4;4 Quantitative Analysis;83
10.4.1;4.1 Valuation of Commerzbank AG;84
10.4.2;4.2 Value Creation;84
10.4.3;4.3 Strategic Decision;84
10.5;5 Executive Summary;85
10.6;6 Your Task;85
10.7;7 Appendix;86
10.8;8 Solution;95
10.8.1;8.1 Need for Action;95
10.8.2;8.2 Limited Strategic Fit;96
10.8.3;8.3 Valuation of Commerzbank AG;96
10.8.4;8.4 Value Creation;98
10.9;9 Possible Questions;101
10.10;References;102
11;Recommended Readings;104