More from these Authors

• Teaching Note | HBS Case Collection | July 2018

  Hilti (A): Fleet Management?

  Ramon Casadesus-Masanell and Jan Rivkin

  This Teaching Note accompanies the case HBS No. 718-419, “Hilti (A): Fleet Management.” It provides guidelines for class discussion, as well as a board plan and transcripts of the associated videos, Hilti Fleet Management Video Supplements.
  The associated case explores the strategic decision-making process of premium power tools manufacturer Hilti in 1999, when the company was considering implementing a fleet management system in the construction industry. Fleet management would involve a shift from selling power tools to leasing them as a service. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the risk.

  Keywords: business model innovation; total customer value; decision making; leasing; restructuring; innovation; Inventions; business models; Value chains; customer relationship management; Transformations; strategy; focusing on customers; Business Model; Restructuring; Transformation; Customer Value and Value Chain; Customer Focus and Relationships; Construction; Innovation and Invention; Leasing; Strategy; Liechtenstein; Switzerland; Europe;

  Citation:

  Casadesus-Masanell, Ramon, and Jan Rivkin. "Hilti (A): Fleet Management?" Harvard Business School Teaching Note 719-404, July 2018.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | June 2018

  Sony

  Stefan Thomke, Atsushi Osanai and Akiko Kanno

  Sony used to be synonymous with "innovation" and "cool products." The case reveals how the company lost its edge and describes the leadership initiatives to restore its former glory. In 2012, Kazuo (Kaz) Hirai becomes CEO and successfully transforms Sony, including a relentless focus on differentiation through "wow" products instead of chasing scale. How should he organize and manage the company's response to digital opportunities, such as virtual reality, that could affect the company's entire value chain?

  Keywords: customer experience; product differentiation; transformation; Transformation; Leadership Style; Technology Adoption; Leading Change; Electronics Industry; Media and Broadcasting Industry; Video Game Industry; Japan;

  Citation:

  Thomke, Stefan, Atsushi Osanai, and Akiko Kanno. "Sony." Harvard Business School Case 618-045, June 2018.  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Teaching Note | HBS Case Collection | May 2018

  Amazon's HQ2

  Karen Mills and Jan W. Rivkin

  Citation:

  Mills, Karen, and Jan W. Rivkin. "Amazon's HQ2." Harvard Business School Teaching Note 718-507, May 2018.  View Details

  CiteView Details

  Related