„Zurich Living Case“ mit der Schweizerischen Post

Die Schweizerische Post hat am Lorange Institute of Business einen “Zurich Living Case” gesponsert. Die teilnehmenden Studenten aus dem Executive Master Programm reichten ihre Reports am 21. Oktober 2011 ein.

Das Aufkommen von digitalen Technologien brachte verschiedene Branchen in Zugzwang, deren überlieferten Geschäftsmodelle zu überdenken. So auch die nationalen Postdienste. Dort führte die digitale Technologie zu einem Einbruch im umsatzträchtigen Briefverkehr (durch die Zunahme der e-mails). Zudem drängen spezialisierte Paketdienste in den Markt.

 

Die Schweizerische Post suchte nach einer Situationsanalyse und führte mit dem Lorange Institute of Business einen Zurich Living Case durch mit Teilnehmern verschiedener Executive Master Programmen. Zwei Gruppen präsentierten je einen halben Tag ihre Vorschläge, wie die Schweizerische Post diese Herausforderungen angehen könne, in Gegenwart von Dr. Dieter Bambauer, Leiter des Konzernbereichs PostLogistics, Thomas Egger, stellvertretender Finanzchef und Michel Franzelli (Konzernstrategie). Die Projektleitung beim Lorange Institute of Business lag in den Händen von Prof. Jamie Anderson.

Folgende 2 Punkte stachen aus der Beratung hervor:

1. Organisation
Wie soll die Schweizerische Post ihre E-Commerce-Aktivitäten organisieren? Sollen in die zahlreichen existierenden SBUS / Geschäftsaktivitäten integriert werden? Oder sollen diese auf eine separate Art und Weise organisiert werden, die über die SBUS hinausgehen? Mit welchen Vor- und Nachteilen?

2. E-Commerce Plattformen
Wie kann eine gut funktionierende, E-Commerce basierende Business Plattform aufgebaut werden, die Kundenbedürfnisse und nicht Produkte (Paketdienste, Briefversand) ins Zentrum der Aufmerksamkeit stellt? Wie kann man Sender und Empfänger zusammenbringen, zum Beispiel auch auf einer nicht verschlüsselten Plattform? Das heisst, es geht weniger um Pakete, als wie man dem Produkt eine neue, realisierbare Geschäftsbasis gibt.

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The Gearbulk Living Case

Dear reader,

On Monday, June 20, we started our 2-week module on Shipping & Logistics Management that we ran in cooperation with BI Norwegian Business School. The course was taught by Prof. Douglas Macbeth from University of Southampton, Prof. Andy Shogan from Haas School of Business / Berkeley, Prof. Øystein Fjeldstad from BI, and myself.

 
The shipping crew (from left: Douglas, Øystein, Andrew, myself) – by the way: in real life we’re all more or less the same size…)

What makes teaching especially exciting this time is the fact that the 26 participants have travelled from virtually all over the world in order to join us at the Lorange Institute. When you have people from Oman, Singapore, Vietnam, Senegal, and Norway (just to mention a few) discussing and exchanging ideas on our campus in Horgen, then my vision of a global meeting-place has become reality.

The institute at twilight

While during daytime the participants gathered in the auditorium to learn more about Humanitarian Logistics, Risk Pooling Strategies, Niche Strategies, and Networked Organizations, in the evening they met in the group rooms to work on the solutions of the Living Case.

The ‘Gearbulk’ Living Case

As you might know, we do not work with ‘Harvard’ cases. All our case studies have a real background. We feel very proud that the Living Case for this module was provided by Gearbulk .

Gearbulk is an international shipping company providing high quality transportation services for various industrial sectors.  The company operates the world’s largest fleet of open hatch gantry craned vessels as well as open hatch jib craned vessels, specifically designed and equipped to transport unitized cargoes such as forest products, non-ferrous metals and steel.

Gearbulk is an international shipping company
Gearbulk

Gearbulk is a leading carrier of unitized forest products and non-ferrous metals and operates the world’s largest fleet of open-hatch gantry craned vessels

Arthur English and Jacob Olsen from Gearbulk were came to the institute on Monday to brief the class about the details of the Living Case and participated in the discussion of the results with our participants at the end of the second week. I was very excited to contribute to that discussion, too!

As you might know, the Lorange Institute is one of the leading knowledge centers on Shipping. So, the next module on this topic is coming soon. On September 15-16, 2011 we will run a 2-day module on Shipping Markets. As there are still some free seats in that course you are very welcome to contact me in case you are interested in registering for it.

Yours, Peter Lorange

Living Case on the Verbier Festival

The Verbier Festival was presented as a Living Case to ten MBA students at the Lorange Institute of Business in Zurich.  The case study was assembled by Christian Thompson and Kim Gaynor and presented by Martin Engstroem and Georges Gagnebin.

by Christian Thompson*

At the heart of the Living Case were the challenges faced by the Verbier Festival as identified in the Must Win Battles initiative.  Our challenges were presented to the students and they were left to make their own conclusions as to how these challenges should be addressed.

Chinese pianist Yuja Wang at the Verbier Festival

The students were divided into two teams and were mentored over two weeks by two American professors of the Lorange Institute of Business, Ian Williamson and Marcus Stewart.  Each team prepared a presentation which focussed on the Must Win Battles challenges as well as some key questions. The key questions were:

ARTISTIC : The festival performs 90% live classical music and is a training ground for up and coming professional classical musicians. Do you think that « single focus » festivals such as ours have a future ? In this multi-channel world, should we be rethinking our model and adding other kinds of music or performance ? Will the audience of tomorrow get out from behind their iPads long enough to attend a live performance of classical music ? How do we stay relevant in the 21st century ?

FUNDRAISING: What would be the principal attractions of the Verbier Festival to a corporate donor? Why might an individual give to the festival? Can you think of ten things which the festival could give in return for a sponsorship or donation which would be attractive to sponsors and donors?

INFRASTRUCTURE: There is no professional theatre in Verbier and the VF must build a temporary structure each summer. There is a shortage of offices, rehearsal rooms and hotel rooms for festival activities and for the development of future activities. What are the risks facing the VF in the short, medium and long term by staying in Verbier? What would be the risks of deciding to move the festival to another location?

MARKETING: The Festival struggles to remain visible outside of the short period before and during the festival. What creative ideas do you have to get the media interested in the festival outside of this period? What other actions could the Festival undertake to remain “top-of-mind” amongst its existing and potential audience members? How can we ensure that the festival remains among the “Must Attend” events in the summer cultural agenda amongst opinion leaders and other VIPs?

ORGANISATION:  The Verbier Festival is a Charitable Foundation with a budget of CHF 7,8 million and 14 permanent staff.  An overseeing board of 13 members meets 6 times per year.  In your opinion, what is the best model of governance for the Verbier Festival ?  Where should responsibility lie for strategic decisions and for operational decisions ?

 The Academy Board: Bob Boas, Karl Dannenbaum, Martin Engstroem, Bernhard Hahnloser, Frans Helmerson, James Peterson, Costa Pilavachi, Doreen Tabor
Christian Thompson (right, pink shirt)

Several stakeholders (staff, board, Amis&Devleopment Board) of the Verbier Festival were represented at the final presentations on 12 May 2011 by Philippe Calame, Stephen de Heinrich, Martin Engstroem, Georges Gagnebin, Kim Gaynor,  Guido Houben, Jean-Claude Marchan, Yves Paternot, John Porter, Dororthy Yeung and myself.

Thank you to both teams of the case study for their high commitment!  The document with the solution of both study teams can be downloaded.

* Christian Thompson is Academy Director & Special Projects of the Verbier Festival

The Lorange-Verbier Festival Case Study

And the Winner is…?

Soon there’ll be the the Oscars. Sometimes truly great movies – and sometimes not – get the prestigious award.

But there are awards more important to us than the award of the academy of motion picture arts and sciences in Los Angeles.

I am thinking of our dear fellow Ganna Demidyuk*). She took part in a conference in Las Vegas with her paper about KPI’s in airline industry: Choosing Financial Key Performance Indicators: the Airline Industry Case.

Not to forget: a total of 800 participants from all over the world came to Las Vegas. Only  about 17% of them were rewarded.

She got the “Outstanding research award” which gives an opportunity to publish in a reviewed journal, the “Journal of Accounting and Taxation“.

Ganna writes us about her tremendous experience:

This paper would be incomplete if it did not contain the fullest expression of my gratitude to Professor Dr. Hany Shawky, who has so generously given of his time and expertise; and not only with this paper but also throughout my PhD project. He has prompted and mentored my attempts to achieve a level of excellence with an open and gentle manner that created an environment for ideas to bear fruit and for me to believe in my own potential. His contribution has been invaluable and I thank him most sincerely!
I also greatly appreciate input made by Professor Dr. Bill Holstein during our last session.


Finally, I warmly thank Professor Dr. Keith N. Cleland for his sincere and fundamental participation.

*) Ganna Demydyuk (MSc, MBA) is a PhD Student at Lorange Institute of Business in Switzerland and runs her own business.  The topic of her PhD thesis is about firm’s financial productivity and performance measurement. She lives in Germany and can be contacted via e-mail: anna.demidyuk@aw-benefit.de

This paper would be incomplete if it did not contain the fullest expression of my gratitude to Professor Dr. Hany Shawky, who has so generously given of his time and expertise; and not only with this paper but also throughout my PhD project. He has prompted and mentored my attempts to achieve a level of excellence with an open and gentle manner that created an environment for ideas to bear fruit and for me to believe in my own potential. His contribution has been invaluable and I thank him most sincerely!
I also greatly appreciate input made by Professor Dr. Bill Holstein during our last session.
Finally, I warmly thank Professor Dr. Keith N. Cleland for his sincere and fundamental participation.