case study on successful business

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

7 Favorite Business Case Studies to Teach—and Why

Explore more.

• Case Teaching
• Course Materials

FEATURED CASE STUDIES

The Army Crew Team . Emily Michelle David of CEIBS

ATH Technologies . Devin Shanthikumar of Paul Merage School of Business

Fabritek 1992 . Rob Austin of Ivey Business School

Lincoln Electric Co . Karin Schnarr of Wilfrid Laurier University

Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth . Gary Pisano of Harvard Business School

The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron . Francesca Gino of Harvard Business School

Warren E. Buffett, 2015 . Robert F. Bruner of Darden School of Business

To dig into what makes a compelling case study, we asked seven experienced educators who teach with—and many who write—business case studies: “What is your favorite case to teach and why?”

The resulting list of case study favorites ranges in topics from operations management and organizational structure to rebel leaders and whodunnit dramas.

1. The Army Crew Team

Emily Michelle David, Assistant Professor of Management, China Europe International Business School (CEIBS)

“I love teaching  The Army Crew Team  case because it beautifully demonstrates how a team can be so much less than the sum of its parts.

I deliver the case to executives in a nearby state-of-the-art rowing facility that features rowing machines, professional coaches, and shiny red eight-person shells.

After going through the case, they hear testimonies from former members of Chinese national crew teams before carrying their own boat to the river for a test race.

The rich learning environment helps to vividly underscore one of the case’s core messages: competition can be a double-edged sword if not properly managed.

Executives in Emily Michelle David’s organizational behavior class participate in rowing activities at a nearby facility as part of her case delivery.

Despite working for an elite headhunting firm, the executives in my most recent class were surprised to realize how much they’ve allowed their own team-building responsibilities to lapse. In the MBA pre-course, this case often leads to a rich discussion about common traps that newcomers fall into (for example, trying to do too much, too soon), which helps to poise them to both stand out in the MBA as well as prepare them for the lateral team building they will soon engage in.

Finally, I love that the post-script always gets a good laugh and serves as an early lesson that organizational behavior courses will seldom give you foolproof solutions for specific problems but will, instead, arm you with the ability to think through issues more critically.”

2. ATH Technologies

Devin Shanthikumar, Associate Professor of Accounting, Paul Merage School of Business

“As a professor at UC Irvine’s Paul Merage School of Business, and before that at Harvard Business School, I have probably taught over 100 cases. I would like to say that my favorite case is my own,   Compass Box Whisky Company . But as fun as that case is, one case beats it:  ATH Technologies  by Robert Simons and Jennifer Packard.

ATH presents a young entrepreneurial company that is bought by a much larger company. As part of the merger, ATH gets an ‘earn-out’ deal—common among high-tech industries. The company, and the class, must decide what to do to achieve the stretch earn-out goals.

ATH captures a scenario we all want to be in at some point in our careers—being part of a young, exciting, growing organization. And a scenario we all will likely face—having stretch goals that seem almost unreachable.

It forces us, as a class, to really struggle with what to do at each stage.

After we read and discuss the A case, we find out what happens next, and discuss the B case, then the C, then D, and even E. At every stage, we can:

see how our decisions play out,

figure out how to build on our successes, and

address our failures.

The case is exciting, the class discussion is dynamic and energetic, and in the end, we all go home with a memorable ‘ah-ha!’ moment.

I have taught many great cases over my career, but none are quite as fun, memorable, and effective as ATH .”

3. Fabritek 1992

Rob Austin, Professor of Information Systems, Ivey Business School

“This might seem like an odd choice, but my favorite case to teach is an old operations case called  Fabritek 1992 .

The latest version of Fabritek 1992 is dated 2009, but it is my understanding that this is a rewrite of a case that is older (probably much older). There is a Fabritek 1969 in the HBP catalog—same basic case, older dates, and numbers. That 1969 version lists no authors, so I suspect the case goes even further back; the 1969 version is, I’m guessing, a rewrite of an even older version.

There are many things I appreciate about the case. Here are a few:

It operates as a learning opportunity at many levels. At first it looks like a not-very-glamorous production job scheduling case. By the end of the case discussion, though, we’re into (operations) strategy and more. It starts out technical, then explodes into much broader relevance. As I tell participants when I’m teaching HBP's Teaching with Cases seminars —where I often use Fabritek as an example—when people first encounter this case, they almost always underestimate it.

It has great characters—especially Arthur Moreno, who looks like a troublemaker, but who, discussion reveals, might just be the smartest guy in the factory. Alums of the Harvard MBA program have told me that they remember Arthur Moreno many years later.

Almost every word in the case is important. It’s only four and a half pages of text and three pages of exhibits. This economy of words and sparsity of style have always seemed like poetry to me. I should note that this super concise, every-word-matters approach is not the ideal we usually aspire to when we write cases. Often, we include extra or superfluous information because part of our teaching objective is to provide practice in separating what matters from what doesn’t in a case. Fabritek takes a different approach, though, which fits it well.

It has a dramatic structure. It unfolds like a detective story, a sort of whodunnit. Something is wrong. There is a quality problem, and we’re not sure who or what is responsible. One person, Arthur Moreno, looks very guilty (probably too obviously guilty), but as we dig into the situation, there are many more possibilities. We spend in-class time analyzing the data (there’s a bit of math, so it covers that base, too) to determine which hypotheses are best supported by the data. And, realistically, the data doesn’t support any of the hypotheses perfectly, just some of them more than others. Also, there’s a plot twist at the end (I won’t reveal it, but here’s a hint: Arthur Moreno isn’t nearly the biggest problem in the final analysis). I have had students tell me the surprising realization at the end of the discussion gives them ‘goosebumps.’

Finally, through the unexpected plot twist, it imparts what I call a ‘wisdom lesson’ to young managers: not to be too sure of themselves and to regard the experiences of others, especially experts out on the factory floor, with great seriousness.”

4. Lincoln Electric Co.

Karin Schnarr, Assistant Professor of Policy, Wilfrid Laurier University

“As a strategy professor, my favorite case to teach is the classic 1975 Harvard case  Lincoln Electric Co.  by Norman Berg.

I use it to demonstrate to students the theory linkage between strategy and organizational structure, management processes, and leadership behavior.

This case may be an odd choice for a favorite. It occurs decades before my students were born. It is pages longer than we are told students are now willing to read. It is about manufacturing arc welding equipment in Cleveland, Ohio—a hard sell for a Canadian business classroom.

Yet, I have never come across a case that so perfectly illustrates what I want students to learn about how a company can be designed from an organizational perspective to successfully implement its strategy.

And in a time where so much focus continues to be on how to maximize shareholder value, it is refreshing to be able to discuss a publicly-traded company that is successfully pursuing a strategy that provides a fair value to shareholders while distributing value to employees through a large bonus pool, as well as value to customers by continually lowering prices.

However, to make the case resonate with today’s students, I work to make it relevant to the contemporary business environment. I link the case to multimedia clips about Lincoln Electric’s current manufacturing practices, processes, and leadership practices. My students can then see that a model that has been in place for generations is still viable and highly successful, even in our very different competitive situation.”

5. Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth

Gary Pisano, Professor of Business Administration, Harvard Business School

“My favorite case to teach these days is  Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth .

I love teaching this case for three reasons:

1. It demonstrates how a company in a super-tough, highly competitive business can do very well by focusing on creating unique operating capabilities. In theory, Pal’s should have no chance against behemoths like McDonalds or Wendy’s—but it thrives because it has built a unique operating system. It’s a great example of a strategic approach to operations in action.

2. The case shows how a strategic approach to human resource and talent development at all levels really matters. This company competes in an industry not known for engaging its front-line workers. The case shows how engaging these workers can really pay off.

3. Finally, Pal’s is really unusual in its approach to growth. Most companies set growth goals (usually arbitrary ones) and then try to figure out how to ‘backfill’ the human resource and talent management gaps. They trust you can always find someone to do the job. Pal’s tackles the growth problem completely the other way around. They rigorously select and train their future managers. Only when they have a manager ready to take on their own store do they open a new one. They pace their growth off their capacity to develop talent. I find this really fascinating and so do the students I teach this case to.”

6. The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron

Francesca Gino, Professor of Business Administration, Harvard Business School

“My favorite case to teach is  The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron .

The case surprises students because it is about a leader, known in the unit by the nickname Chaos , who inspired his squadron to be innovative and to change in a culture that is all about not rocking the boat, and where there is a deep sense that rules should simply be followed.

For years, I studied ‘rebels,’ people who do not accept the status quo; rather, they approach work with curiosity and produce positive change in their organizations. Chaos is a rebel leader who got the level of cultural change right. Many of the leaders I’ve met over the years complain about the ‘corporate culture,’ or at least point to clear weaknesses of it; but then they throw their hands up in the air and forget about changing what they can.

Chaos is different—he didn’t go after the ‘Air Force’ culture. That would be like boiling the ocean.

Instead, he focused on his unit of control and command: The 99th squadron. He focused on enabling that group to do what it needed to do within the confines of the bigger Air Force culture. In the process, he inspired everyone on his team to be the best they can be at work.

The case leaves the classroom buzzing and inspired to take action.”

7. Warren E. Buffett, 2015

Robert F. Bruner, Professor of Business Administration, Darden School of Business

“I love teaching   Warren E. Buffett, 2015  because it energizes, exercises, and surprises students.

Buffett looms large in the business firmament and therefore attracts anyone who is eager to learn his secrets for successful investing. This generates the kind of energy that helps to break the ice among students and instructors early in a course and to lay the groundwork for good case discussion practices.

Studying Buffett’s approach to investing helps to introduce and exercise important themes that will resonate throughout a course. The case challenges students to define for themselves what it means to create value. The case discussion can easily be tailored for novices or for more advanced students.

Either way, this is not hero worship: The case affords a critical examination of the financial performance of Buffett’s firm, Berkshire Hathaway, and reveals both triumphs and stumbles. Most importantly, students can critique the purported benefits of Buffett’s conglomeration strategy and the sustainability of his investment record as the size of the firm grows very large.

By the end of the class session, students seem surprised with what they have discovered. They buzz over the paradoxes in Buffett’s philosophy and performance record. And they come away with sober respect for Buffett’s acumen and for the challenges of creating value for investors.

Surely, such sobriety is a meta-message for any mastery of finance.”

More Educator Favorites

Emily Michelle David is an assistant professor of management at China Europe International Business School (CEIBS). Her current research focuses on discovering how to make workplaces more welcoming for people of all backgrounds and personality profiles to maximize performance and avoid employee burnout. David’s work has been published in a number of scholarly journals, and she has worked as an in-house researcher at both NASA and the M.D. Anderson Cancer Center.

Devin Shanthikumar  is an associate professor and the accounting area coordinator at UCI Paul Merage School of Business. She teaches undergraduate, MBA, and executive-level courses in managerial accounting. Shanthikumar previously served on the faculty at Harvard Business School, where she taught both financial accounting and managerial accounting for MBAs, and wrote cases that are used in accounting courses across the country.

Robert D. Austin is a professor of information systems at Ivey Business School and an affiliated faculty member at Harvard Medical School. He has published widely, authoring nine books, more than 50 cases and notes, three Harvard online products, and two popular massive open online courses (MOOCs) running on the Coursera platform.

Karin Schnarr is an assistant professor of policy and the director of the Bachelor of Business Administration (BBA) program at the Lazaridis School of Business & Economics at Wilfrid Laurier University in Waterloo, Ontario, Canada where she teaches strategic management at the undergraduate, graduate, and executive levels. Schnarr has published several award-winning and best-selling cases and regularly presents at international conferences on case writing and scholarship.

Gary P. Pisano is the Harry E. Figgie, Jr. Professor of Business Administration and senior associate dean of faculty development at Harvard Business School, where he has been on the faculty since 1988. Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy. His research and consulting experience span a range of industries including aerospace, biotechnology, pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.

Francesca Gino studies how people can have more productive, creative, and fulfilling lives. She is a professor at Harvard Business School and the author, most recently, of  Rebel Talent: Why It Pays to Break the Rules at Work and in Life . Gino regularly gives keynote speeches, delivers corporate training programs, and serves in advisory roles for firms and not-for-profit organizations across the globe.

Robert F. Bruner is a university professor at the University of Virginia, distinguished professor of business administration, and dean emeritus of the Darden School of Business. He has also held visiting appointments at Harvard and Columbia universities in the United States, at INSEAD in France, and at IESE in Spain. He is the author, co-author, or editor of more than 20 books on finance, management, and teaching. Currently, he teaches and writes in finance and management.

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4 Entrepreneur Success Stories to Learn From

• 20 Jan 2022

Entrepreneurship is a risky but potentially rewarding endeavor. According to the online course Entrepreneurship Essentials , 50 percent of startups last five years, and just 25 percent survive 15.

“For every Amazon.com or Uber, there are scores of companies few can remember,” says Harvard Business School Professor William Sahlman in Entrepreneurship Essentials.

So, what separates successful ventures from those that fail?

“When a company succeeds, it’s because it has discovered and made the right moves along the way,” Sahlman says. “It has found out how to create and capture customer value.”

If you’re exploring entrepreneurship or in the early stages of launching a venture, it’s important to learn from others to avoid common pitfalls and discover which decisions impacted a company’s survival. Here are four stories of successful entrepreneurs to inspire your entrepreneurial journey.

Access your free e-book today.

4 Successful Entrepreneur Stories

1. adi dassler of adidas.

Some of today’s biggest brands started with humble beginnings, and no one embodies this better than Adidas founder Adolf “Adi” Dassler.

Dassler’s shoemaking career began in his mother’s washroom in a small town in Bavaria, Germany. It was there that Dassler began designing and cobbling shoes and decided he wanted to make the best possible sports shoe for athletes.

While there were plenty of shoemakers at the time, Dassler was committed to standing out in the market by gathering feedback from athletes about what they looked for in a shoe, what pain points could be improved on, and how they felt about his early models.

This feedback allowed Dassler to craft an athletic shoe that was highly valued by his customers and gave him legitimacy when he registered “Adi Dassler Adidas Sportschuhfabrik” in 1949 at 49 years old. It was that same year the first shoe with the soon-to-become-signature Adidas three stripes was registered.

Dassler’s vision to create the best shoe for athletes proved itself in 1954 when the German national football team won the World Cup final against the Hungarians—while wearing the new model of Adidas cleats.

“Their unbelievable victory would be heard around the world for decades to come,” Adidas states on its website , “and it made Adidas and its founder a household name on football pitches everywhere.”

Since then, Adidas has grown into an international brand known for high-quality athleticwear. Dassler’s story sheds light on the importance of listening to target customers about their dreams, needs, and pain points.

“Adi Dassler’s secret to success had an additional personal ingredient: He met with athletes, listened carefully to what they said, and constantly observed what can be improved or even invented to support their needs,” reads Adidas’s website . “The best of the best trusted Adidas and its founder from the beginning.”

Related: 5 Steps to Validate Your Business Idea

2. Whitney Wolfe Herd of Bumble

After leaving dating app company Tinder and an abusive relationship in 2014, Whitney Wolfe Herd was inspired to create an empowering dating experience for women.

“For all the advances women had been making in workplaces and corridors of power, the gender dynamics of dating and romance still seemed so outdated,” Wolfe Herd writes on Bumble’s website . “I thought, ‘What if I could flip that on its head? What if women made the first move and sent the first message?’”

Wolfe Herd, along with dating app Badoo co-founder Andrey Andreev and former Tinder employees Chris Gulzcynski and Sarah Mick, designed a dating app that requires women to make the first move in heterosexual matches.

The brand took off—largely on college campuses—and the app reached 100,000 downloads in its first month.

As its user base grows, Wolfe Herd remains a strong advocate for gender equality and sexual harassment prevention, building in-app features that block hate speech and blur inappropriate images. Wolfe Herd and her team also lobbied the state of Texas—where the company is headquartered—to pass a law prohibiting the sending of unsolicited lewd photos, which passed in 2019 .

“I’m more dedicated than ever to helping advance gender equality—and putting an end to the misogyny that still plagues society,” Wolfe Herd writes in a letter to Bumble users . She later adds, “I want nothing more than for your connections to be both meaningful and healthy.”

Wolfe Herd’s story serves as a reminder to use your own life for business inspiration and use a cause you care about to differentiate your product and brand in a saturated market.

Related: How to Identify an Underserved Need in the Market

3. Melanie Perkins of Canva

In 2007, Melanie Perkins was working a part-time job while studying in Perth, Australia, teaching students how to use desktop design software. The software was expensive, complex, and required a semester’s worth of instruction to learn how to use, prompting Perkins to ask, “Is there a way this could be simpler and less expensive?”

Perkins’s goal to create an affordable, simple, online design tool was originally turned down by over 100 investors—it wasn’t until three years into her pitching process that Canva received its first investment.

Perkins credits this investment to a shift in her pitching strategy: She began leading with the relatable problem Canva aims to solve.

“A lot of people can relate to going into something like Photoshop and being completely overwhelmed," Perkins said in an interview for Inc . "It's important to tell the story, because if your audience doesn't understand the problem, they won't understand the solution."

Today, 60 million customers use Canva to create designs across 190 countries.

Perkins’s story reflects the importance of effectively communicating the value of a business idea , as well as the tenacity and resilience required for entrepreneurial success.

Related: How to Effectively Pitch a Business Idea

4. Neil Blumenthal, Dave Gilboa, Andy Hunt, and Jeff Raider of Warby Parker

One example mentioned in Entrepreneurship Essentials is that of innovative online eyewear company Warby Parker. In 2008, Wharton MBA student Blumenthal lost his prescription eyeglasses. He was reluctant to purchase a new pair because they were so expensive. He also didn’t want to visit an eyeglass store.

The idea came to him in the middle of the night, and he emailed three friends—Gilboa, Hunt, and Raider—immediately: Why not start an online company to sell prescription glasses at an affordable price?

They set to work, and Warby Parker was poised to launch just after the four founders graduated with their MBA degrees in the spring of 2010—that is, until GQ reached out to Blumenthal about writing an article to be published on February 15 of that year. The founders sped up their process and launched Warby Parker’s website the same day the article was printed .

The article called Warby Parker “the Netflix of eyewear,” driving interested customers to the new site in droves. The founders’ one mistake was forgetting to add a “sold out” functionality to the website. The waitlist for Warby Parker eyewear grew to 20,000 people, and the company hit its first-year sales target in three weeks.

"It was this moment of panic but also a great opportunity for us to provide awesome customer service and write personalized emails to apologize and explain," Blumenthal says in an interview for Inc . "That really set the tone for how we would run customer service."

A few things set Warby Parker apart from the eyewear market at the time:

• Its online model : A new way of delivering the product helped it break into a stagnant industry
• Its affordable prices : A pair of Warby Parker frames with prescription lenses cost $95—much less expensive than other brands at the time
• Its home try-on program : This enabled customers to try on five pairs of glasses and send back the pairs they didn’t want to purchase.
• Its commitment to giving back : For every pair of glasses purchased, Warby Parker donated a pair to someone in need

Warby Parker donated its millionth pair of glasses in 2019 and continues to be an example of innovation in an existing market.

Why Learn from Case Studies?

Reading about the trials, tribulations, decisions, and successes of other entrepreneurs is an effective way to gain insight into what your experience could be like. What common threads do you notice in the aforementioned examples? What characteristics do these successful entrepreneurs share ? Use their experiences as blueprints to inform your strategic approach and in-the-moment decision-making.

When building your entrepreneurial skills, seek out courses that incorporate case studies into their teaching method , such as Entrepreneurship Essentials. Not only can you imagine yourself in their situations, but you can take their wisdom with you on your entrepreneurial journey.

Are you interested in honing your entrepreneurial skills and innovation toolkit? Explore our four-week Entrepreneurship Essentials course and other online entrepreneurship and innovation courses to learn to speak the language of the startup world.

About the Author

How to write a case study — examples, templates, and tools

It’s a marketer’s job to communicate the effectiveness of a product or service to potential and current customers to convince them to buy and keep business moving. One of the best methods for doing this is to share success stories that are relatable to prospects and customers based on their pain points, experiences, and overall needs.

That’s where case studies come in. Case studies are an essential part of a content marketing plan. These in-depth stories of customer experiences are some of the most effective at demonstrating the value of a product or service. Yet many marketers don’t use them, whether because of their regimented formats or the process of customer involvement and approval.

A case study is a powerful tool for showcasing your hard work and the success your customer achieved. But writing a great case study can be difficult if you’ve never done it before or if it’s been a while. This guide will show you how to write an effective case study and provide real-world examples and templates that will keep readers engaged and support your business.

In this article, you’ll learn:

What is a case study?

How to write a case study, case study templates, case study examples, case study tools.

A case study is the detailed story of a customer’s experience with a product or service that demonstrates their success and often includes measurable outcomes. Case studies are used in a range of fields and for various reasons, from business to academic research. They’re especially impactful in marketing as brands work to convince and convert consumers with relatable, real-world stories of actual customer experiences.

The best case studies tell the story of a customer’s success, including the steps they took, the results they achieved, and the support they received from a brand along the way. To write a great case study, you need to:

• Celebrate the customer and make them — not a product or service — the star of the story.
• Craft the story with specific audiences or target segments in mind so that the story of one customer will be viewed as relatable and actionable for another customer.
• Write copy that is easy to read and engaging so that readers will gain the insights and messages intended.
• Follow a standardized format that includes all of the essentials a potential customer would find interesting and useful.
• Support all of the claims for success made in the story with data in the forms of hard numbers and customer statements.

Case studies are a type of review but more in depth, aiming to show — rather than just tell — the positive experiences that customers have with a brand. Notably, 89% of consumers read reviews before deciding to buy, and 79% view case study content as part of their purchasing process. When it comes to B2B sales, 52% of buyers rank case studies as an important part of their evaluation process.

Telling a brand story through the experience of a tried-and-true customer matters. The story is relatable to potential new customers as they imagine themselves in the shoes of the company or individual featured in the case study. Showcasing previous customers can help new ones see themselves engaging with your brand in the ways that are most meaningful to them.

Besides sharing the perspective of another customer, case studies stand out from other content marketing forms because they are based on evidence. Whether pulling from client testimonials or data-driven results, case studies tend to have more impact on new business because the story contains information that is both objective (data) and subjective (customer experience) — and the brand doesn’t sound too self-promotional.

Case studies are unique in that there’s a fairly standardized format for telling a customer’s story. But that doesn’t mean there isn’t room for creativity. It’s all about making sure that teams are clear on the goals for the case study — along with strategies for supporting content and channels — and understanding how the story fits within the framework of the company’s overall marketing goals.

Here are the basic steps to writing a good case study.

1. Identify your goal

Start by defining exactly who your case study will be designed to help. Case studies are about specific instances where a company works with a customer to achieve a goal. Identify which customers are likely to have these goals, as well as other needs the story should cover to appeal to them.

The answer is often found in one of the buyer personas that have been constructed as part of your larger marketing strategy. This can include anything from new leads generated by the marketing team to long-term customers that are being pressed for cross-sell opportunities. In all of these cases, demonstrating value through a relatable customer success story can be part of the solution to conversion.

2. Choose your client or subject

Who you highlight matters. Case studies tie brands together that might otherwise not cross paths. A writer will want to ensure that the highlighted customer aligns with their own company’s brand identity and offerings. Look for a customer with positive name recognition who has had great success with a product or service and is willing to be an advocate.

The client should also match up with the identified target audience. Whichever company or individual is selected should be a reflection of other potential customers who can see themselves in similar circumstances, having the same problems and possible solutions.

Some of the most compelling case studies feature customers who:

• Switch from one product or service to another while naming competitors that missed the mark.
• Experience measurable results that are relatable to others in a specific industry.
• Represent well-known brands and recognizable names that are likely to compel action.
• Advocate for a product or service as a champion and are well-versed in its advantages.

Whoever or whatever customer is selected, marketers must ensure they have the permission of the company involved before getting started. Some brands have strict review and approval procedures for any official marketing or promotional materials that include their name. Acquiring those approvals in advance will prevent any miscommunication or wasted effort if there is an issue with their legal or compliance teams.

3. Conduct research and compile data

Substantiating the claims made in a case study — either by the marketing team or customers themselves — adds validity to the story. To do this, include data and feedback from the client that defines what success looks like. This can be anything from demonstrating return on investment (ROI) to a specific metric the customer was striving to improve. Case studies should prove how an outcome was achieved and show tangible results that indicate to the customer that your solution is the right one.

This step could also include customer interviews. Make sure that the people being interviewed are key stakeholders in the purchase decision or deployment and use of the product or service that is being highlighted. Content writers should work off a set list of questions prepared in advance. It can be helpful to share these with the interviewees beforehand so they have time to consider and craft their responses. One of the best interview tactics to keep in mind is to ask questions where yes and no are not natural answers. This way, your subject will provide more open-ended responses that produce more meaningful content.

4. Choose the right format

There are a number of different ways to format a case study. Depending on what you hope to achieve, one style will be better than another. However, there are some common elements to include, such as:

• An engaging headline
• A subject and customer introduction
• The unique challenge or challenges the customer faced
• The solution the customer used to solve the problem
• The results achieved
• Data and statistics to back up claims of success
• A strong call to action (CTA) to engage with the vendor

It’s also important to note that while case studies are traditionally written as stories, they don’t have to be in a written format. Some companies choose to get more creative with their case studies and produce multimedia content, depending on their audience and objectives. Case study formats can include traditional print stories, interactive web or social content, data-heavy infographics, professionally shot videos, podcasts, and more.

5. Write your case study

We’ll go into more detail later about how exactly to write a case study, including templates and examples. Generally speaking, though, there are a few things to keep in mind when writing your case study.

• Be clear and concise. Readers want to get to the point of the story quickly and easily, and they’ll be looking to see themselves reflected in the story right from the start.
• Provide a big picture. Always make sure to explain who the client is, their goals, and how they achieved success in a short introduction to engage the reader.
• Construct a clear narrative. Stick to the story from the perspective of the customer and what they needed to solve instead of just listing product features or benefits.
• Leverage graphics. Incorporating infographics, charts, and sidebars can be a more engaging and eye-catching way to share key statistics and data in readable ways.
• Offer the right amount of detail. Most case studies are one or two pages with clear sections that a reader can skim to find the information most important to them.
• Include data to support claims. Show real results — both facts and figures and customer quotes — to demonstrate credibility and prove the solution works.

6. Promote your story

Marketers have a number of options for distribution of a freshly minted case study. Many brands choose to publish case studies on their website and post them on social media. This can help support SEO and organic content strategies while also boosting company credibility and trust as visitors see that other businesses have used the product or service.

Marketers are always looking for quality content they can use for lead generation. Consider offering a case study as gated content behind a form on a landing page or as an offer in an email message. One great way to do this is to summarize the content and tease the full story available for download after the user takes an action.

Sales teams can also leverage case studies, so be sure they are aware that the assets exist once they’re published. Especially when it comes to larger B2B sales, companies often ask for examples of similar customer challenges that have been solved.

Now that you’ve learned a bit about case studies and what they should include, you may be wondering how to start creating great customer story content. Here are a couple of templates you can use to structure your case study.

Template 1 — Challenge-solution-result format

• Start with an engaging title. This should be fewer than 70 characters long for SEO best practices. One of the best ways to approach the title is to include the customer’s name and a hint at the challenge they overcame in the end.
• Create an introduction. Lead with an explanation as to who the customer is, the need they had, and the opportunity they found with a specific product or solution. Writers can also suggest the success the customer experienced with the solution they chose.
• Present the challenge. This should be several paragraphs long and explain the problem the customer faced and the issues they were trying to solve. Details should tie into the company’s products and services naturally. This section needs to be the most relatable to the reader so they can picture themselves in a similar situation.
• Share the solution. Explain which product or service offered was the ideal fit for the customer and why. Feel free to delve into their experience setting up, purchasing, and onboarding the solution.
• Explain the results. Demonstrate the impact of the solution they chose by backing up their positive experience with data. Fill in with customer quotes and tangible, measurable results that show the effect of their choice.
• Ask for action. Include a CTA at the end of the case study that invites readers to reach out for more information, try a demo, or learn more — to nurture them further in the marketing pipeline. What you ask of the reader should tie directly into the goals that were established for the case study in the first place.

Template 2 — Data-driven format

• Start with an engaging title. Be sure to include a statistic or data point in the first 70 characters. Again, it’s best to include the customer’s name as part of the title.
• Create an overview. Share the customer’s background and a short version of the challenge they faced. Present the reason a particular product or service was chosen, and feel free to include quotes from the customer about their selection process.
• Present data point 1. Isolate the first metric that the customer used to define success and explain how the product or solution helped to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 2. Isolate the second metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Present data point 3. Isolate the final metric that the customer used to define success and explain what the product or solution did to achieve this goal. Provide data points and quotes to substantiate the claim that success was achieved.
• Summarize the results. Reiterate the fact that the customer was able to achieve success thanks to a specific product or service. Include quotes and statements that reflect customer satisfaction and suggest they plan to continue using the solution.
• Ask for action. Include a CTA at the end of the case study that asks readers to reach out for more information, try a demo, or learn more — to further nurture them in the marketing pipeline. Again, remember that this is where marketers can look to convert their content into action with the customer.

While templates are helpful, seeing a case study in action can also be a great way to learn. Here are some examples of how Adobe customers have experienced success.

Juniper Networks

One example is the Adobe and Juniper Networks case study , which puts the reader in the customer’s shoes. The beginning of the story quickly orients the reader so that they know exactly who the article is about and what they were trying to achieve. Solutions are outlined in a way that shows Adobe Experience Manager is the best choice and a natural fit for the customer. Along the way, quotes from the client are incorporated to help add validity to the statements. The results in the case study are conveyed with clear evidence of scale and volume using tangible data.

The story of Lenovo’s journey with Adobe is one that spans years of planning, implementation, and rollout. The Lenovo case study does a great job of consolidating all of this into a relatable journey that other enterprise organizations can see themselves taking, despite the project size. This case study also features descriptive headers and compelling visual elements that engage the reader and strengthen the content.

Tata Consulting

When it comes to using data to show customer results, this case study does an excellent job of conveying details and numbers in an easy-to-digest manner. Bullet points at the start break up the content while also helping the reader understand exactly what the case study will be about. Tata Consulting used Adobe to deliver elevated, engaging content experiences for a large telecommunications client of its own — an objective that’s relatable for a lot of companies.

Case studies are a vital tool for any marketing team as they enable you to demonstrate the value of your company’s products and services to others. They help marketers do their job and add credibility to a brand trying to promote its solutions by using the experiences and stories of real customers.

When you’re ready to get started with a case study:

• Think about a few goals you’d like to accomplish with your content.
• Make a list of successful clients that would be strong candidates for a case study.
• Reach out to the client to get their approval and conduct an interview.
• Gather the data to present an engaging and effective customer story.

Adobe can help

There are several Adobe products that can help you craft compelling case studies. Adobe Experience Platform helps you collect data and deliver great customer experiences across every channel. Once you’ve created your case studies, Experience Platform will help you deliver the right information to the right customer at the right time for maximum impact.

To learn more, watch the Adobe Experience Platform story .

Keep in mind that the best case studies are backed by data. That’s where Adobe Real-Time Customer Data Platform and Adobe Analytics come into play. With Real-Time CDP, you can gather the data you need to build a great case study and target specific customers to deliver the content to the right audience at the perfect moment.

Watch the Real-Time CDP overview video to learn more.

Finally, Adobe Analytics turns real-time data into real-time insights. It helps your business collect and synthesize data from multiple platforms to make more informed decisions and create the best case study possible.

Request a demo to learn more about Adobe Analytics.

https://business.adobe.com/blog/perspectives/b2b-ecommerce-10-case-studies-inspire-you

https://business.adobe.com/blog/basics/business-case

https://business.adobe.com/blog/basics/what-is-real-time-analytics

11 Facebook Case Studies & Success Stories to Inspire You

Published: August 05, 2019

Although Facebook is one of the older social media networks, it's still a thriving platform for businesses who want to boost brand awareness.

With over 2.38 billion monthly active users , you can use the platform to spread the word about your business in a number of different ways -- from photos or videos to paid advertisements.

Because there are so many marketing options and opportunities on Facebook, It can be hard to tell which strategy is actually best for your brand.

If you're not sure where to start, you can read case studies to learn about strategies that marketing pros and similar businesses have tried in the past.

A case study will often go over a brand's marketing challenge, goals, a campaign's key details, and its results. This gives you a real-life glimpse at what led a marketing team to reach success on Facebook. Case studies also can help you avoid or navigate common challenges that other companies faced when implementing a new Facebook strategy.

To help you in choosing your next Facebook strategy, we've compiled a list of 11 great case studies that show how a number of different companies have succeeded on the platform.

Even if your company has a lower budget or sells a different product, we hope these case studies will inspire you and give you creative ideas for your own scalable Facebook strategy.

Facebook Brand Awareness Case Studies:

During the 2017 holiday season, the jewelry company Pandora wanted to boost brand awareness in the German market. They also wanted to see if video ads could have the same success as their other Facebook ad formats.

They began this experiment by working with Facebook to adapt a successful TV commercial for the platform. Here's a look at the original commercial:

The ad was cut down to a 15-second clip which shows a woman receiving a Pandora necklace from her partner. It was also cropped into a square size for mobile users. Pandora then ran the ad targeting German audiences between the ages of 18-50. It appeared in newsfeeds and as an in-stream video ad .

Results: According to the case study , the video campaign lifted brand sentiment during the holiday season, with a 10-point lift in favorability. While Pandora or the case study didn't disclose how they measured their favorability score, they note that the lift means that more consumers favored Pandora over other jewelers because of the ad.

Financially, the campaign also provided ROI with a 61% lift in purchases and a 42% increase in new buyers.

Video can be memorable, emotional, and persuasive. While the case study notes that Pandora always had success with ads and purchases, the jeweler saw that a video format could boost brand awareness even further.

In just 15 seconds, Pandora was able to tell a short story that their target audience could identify with while also showing off their product. The increase in favorability shows that audiences who saw the ad connected with it and preferred the jeweler over other companies because of the marketing technique.

Part of Pandora's success might also be due to the video's platform adaptation. Although they didn't create a specific video for the Facebook platform, they picked a commercial that had already resonated with TV audiences and tweaked it to grab attention of fast-paced Facebook users. This is a good example of how a company can be resourceful with the content it already has while still catering to their online audiences.

Rock & Roll Hall of Fame

The Rock & Roll Hall of Fame , a HubSpot customer, wanted to boost brand awareness and get more ticket purchases to their museum. Since they'd mainly used traditional customer outreach strategies in the past, they wanted to experiment with more ways of reaching audiences on social media.

Because the museum's social media team recognized how often they personally used Facebook Messenger, they decided to implement a messaging strategy on the Hall of Fame's official business page.

From the business page, users can click the Get Started button and open a chat with the Hall of Fame. Through the chat, social media managers were able to quickly reply to questions or comments from fans, followers, and prospective visitors. The reps would also send helpful links detailing venue pricing, events, other promotions, and activities in the surrounding area.

Since the Messenger launch, they claim to have raised their audience size by 81% and sales from prospects by 12%. The company claims that this feature was so successful that they even received 54 messages on an Easter Sunday.

Being available to connect with your audiences through Messenger can be beneficial to your business and your brand. While the Rock & Roll Hall of Fame boosted purchases, they also got to interact with their audiences on a personal level. Their availability might have made them look like a more trustworthy, friendly brand that was actually interested in their fanbase rather than just sales.

Facebook Reach Case Study:

In early 2016, Buffer started to see a decline in their brand reach and engagement on Facebook due to algorithm changes that favored individuals rather than brands. In an effort to prevent their engagement and reach numbers from dropping even further.

The brand decided to cut their posting frequency by 50%. With less time focused on many posts, they could focus more time on creating fewer, better-quality posts that purely aimed at gaining engagement. For example, instead of posting standard links and quick captions, they began to experiment with different formats such as posts with multi-paragraph captions and videos. After starting the strategy in 2016, they continued it through 2018.

Here's an example of one an interview that was produced and shared exclusively on Facebook.

The Results: By 2018, Buffer claimed that the average weekly reach nearly tripled from 44,000 at the beginning of the experiment to 120,000. The page's average daily engagements also doubled from roughly 500 per day to around 1,000.

In 2018, Buffer claimed that their posts reached between 5,000 to 20,000 people, while posts from before the experiment reached less than 2,000.

Although Buffer began the experiment before major Facebook algorithm changes , they updated this case study in 2018 claiming that this strategy has endured platform shifts and is still providing them with high reach and engagement.

It can be easy to overpost on a social network and just hope it works. But constant posts that get no reach or engagement could be wasted your time and money. They might even make your page look desperate.

What Buffer found was that less is more. Rather than spending your time posting whatever you can, you should take time to brainstorm and schedule out interesting posts that speak directly to your customer.

Facebook Video Views Case Studies:

Gearing up for Halloween in 2016, Tomcat, a rodent extermination company, wanted to experiment with a puppet-filled, horror-themed, live video event. The narrative, which was created in part by their marketing agency, told the story of a few oblivious teenage mice that were vacationing in a haunted cabin in the woods. At peak points of the story, audiences were asked to use the comments to choose which mouse puppet would die next or how they would die.

Prior to the video event, Tomcat also rolled out movie posters with the event date, an image of the scared mouse puppets, and a headline saying, "Spoiler: They all die!"

Results: It turns out that a lot of people enjoy killing rodents. The live video got over 2.3 million unique views , and 21% of them actively participated. As an added bonus, the video also boosted Tomcat's Facebook fanbase by 58% and earned them a Cyber Lion at the 2017 Cannes Lions awards.

Here's a hilarious sizzle reel that shows a few clips from the video and a few key stats:

This example shows how creative content marketing can help even the most logistical businesses gain engagement. While pest control can be a dry topic for a video, the brand highlighted it in a creative and funny way.

This study also highlights how interactivity can provide huge bonuses when it comes to views and engagement. Even though many of the viewers knew all the rats would die, many still participated just because it was fun.

Not only might this peak brand interest from people who hadn't thought that deeply about pest control, but interactivity can also help a video algorithmically. As more people comment, share, and react to a live video, there's more likelihood that it will get prioritized and displayed in the feeds of others.

In 2017, HubSpot's social media team embarked on an experiment where they pivoted their video goals from lead generation to audience engagement. Prior to this shift, HubSpot had regularly posted Facebook videos that were created to generate leads. As part of the new strategy, the team brainstormed a list of headlines and topics that they thought their social media audience would actually like, rather than just topics that would generate sales.

Along with this pivot, they also experimented with other video elements including video design, formatting, and size .

Results: After they started to launch the audience-friendly videos, they saw monthly video views jump from 50,000 to 1 million in mid-2017.

Creating content that caters to your fanbase's interests and the social platform it's posted on can be much more effective than content that seeks out leads.

While videos with the pure goal of selling a product can fall flat with views and engagement, creative videos that intrigue and inform your audiences about a topic they relate to can be a much more effective way to gain and keep your audience. Once the audience trusts you and consumes your content regularly, they might even trust and gain interest in your products.

Facebook App Installs Case Study:

Foxnext games.

FoxNext Games, a video game company owned by 20th Century Fox, wanted to improve the level of app installs for one of its newest releases, Marvel Strike Force. While FoxNext had previously advertised other games with Facebook video ads, they wanted to test out the swipe-able photo carousel post format. Each photo, designed like a playing card, highlighted a different element of the game.

The add offered a call-to-action button that said "Install Now" and lead to the app store where it could be downloaded. FoxNext launched it on both Facebook and Instagram. To see if the carousel was more efficient than video campaigns, they compared two ads that advertised the same game with each format.

Results: According to Facebook , the photo ads delivered a 6% higher return on ad spend, 14% more revenue, 61% more installs, and 33% lower cost per app install.

Takeaways If your product is visual, a carousel can be a great way to show off different elements of it. This case study also shows how designing ads around your audience's interest can help each post stand out to them. In this scenario, FoxNext needed to advertise a game about superheroes. They knew that their fanbase was interested in gaming, adventure, and comic books, so they created carousels that felt more like playing cards to expand on the game's visual narrative.

Facebook Lead Gen Case Study:

Major impact media.

In 2019, Major Impact Media released a case study about a real-estate client that wanted to generate more leads. Prior to working with Major Impact, the Minneapolis, Minnesota brokerage hired another firm to build out an online lead generation funnel that had garnered them no leads in the two months it was active. They turned to Major Impact looking for a process where they could regularly be generating online leads.

As part of the lead generation process, the marketing and brokerage firms made a series of Facebook ads with the lead generation objective set. Major Impact also helped the company build a CRM that could capture these leads as they came in.

Results: Within a day, they received eight leads for $2.45 each. In the next 90 days, the marketing firm claimed the ads generated over 370 local leads at the average cost of $6.77 each. Each lead gave the company their name, email, and phone number.

Although these results sound like a promising improvement, readers of this case study should keep in mind that no number of qualified leads or ROI was disclosed. While the study states that leads were gained, it's unclear which of them lead to actual sales -- if any.

This shows how Facebook ad targeting can be helpful when you're seeking out leads from a specific audience in a local area. The Minneapolis brokerage's original marketing and social media strategies weren't succeeding because they were looking for a very specific audience of prospective buyers in the immediate area.

Ad targeting allowed their posts to be placed on the news feeds of people in the area who might be searching for real estate or have interests related to buying a home. This, in turn, might have caused them more success in gaining leads.

Facebook Engagement Case Study:

When the eyewear brand Hawkers partnered up with Spanish clothing brand El Ganso for a joint line of sunglasses, Hawkers' marketing team wanted to see which Facebook ad format would garner the most engagement. Between March and April of 2017, they launched a combination of standard ads and collection ads on Facebook.

While their standard ads had a photo, a caption and a call-to-action linking to their site, the collection ads offered a header image or video, followed by smaller images of sunglasses from the line underneath.

Image from Digital Training Academy

To A/B test ad effectiveness of the different ad types, Hawkers showed half of its audience standard photo ads while the other half were presented with the collection format. The company also used Facebook's Audience Lookalike feature to target the ads their audiences and similar users in Spain.

Results: The collection ad boosted engagement by 86% . The collection ads also saw a 51% higher rate of return than the other ads.

This study shows how an ad that shows off different elements of your product or service could be more engaging to your audience. With collection ads, audiences can see a bunch of products as well as a main image or video about the sunglass line. With a standard single photo or video, the number of products you show might be limited. While some users might not respond well to one image or video, they might engage if they see a number of different products or styles they like.

Facebook Conversion Case Study:

Femibion from merck.

Femibion, a German family-planning brand owned by Merck Consumer Health, wanted to generate leads by offering audiences a free baby planning book called "Femibion BabyPlanung." The company worked with Facebook to launch a multistage campaign with a combination of traditional image and link ads with carousel ads.

The campaign began with a cheeky series of carousel ads that featured tasteful pictures of "baby-making places," or locations where women might conceive a child. The later ads were a more standard format that displayed an image of the book and a call-to-action.

When the first ads launched in December 2016, they were targeted to female audiences in Germany. In 2017, during the later stages of the campaign, the standard ads were retargeted to women who had previously interacted with the carousel ads. With this strategy, people who already showed interest would see more ads for the free product offer. This could cause them to remember the offer or click when they saw it a second time.

Results: By the time the promotion ended in April 2017, ads saw a 35% increase in conversion rate. The company had also generated 10,000 leads and decreased their sample distribution cost by two times.

This case study shows how a company successfully brought leads through the funnel. By targeting women in Germany for their first series of creative "baby-making" ads, they gained attention from a broad audience. Then, by focusing their next round of ads on women who'd already shown some type of interest in their product, they reminded those audiences of the offer which may have enabled those people to convert to leads.

Facebook Product Sales Case Study

In an effort to boost sales from its Latin American audiences, Samsung promoted the 2015 Argentina launch of the Galaxy S6 smartphone with a one-month Facebook campaign.

The campaign featured three videos that highlighted the phone's design, camera, and long battery life respectively.

One video was released each week and all of them were targeted to men and women in Argentina. In the fourth week of the campaign, Samsung launched more traditional video and photo ads about the product. These ads were specifically targeted to people who'd engaged with the videos and their lookalike audiences.

Results: Samsung received 500% ROI from the month-long campaign and a 7% increase in new customers.

Like Femibion, Samsung tested a multiple ad strategy where the targeting got more specific as the promotions continued. They too saw the benefit of targeting ads to users who already showed interest in the first rounds of advertisements. This strategy definitely seems like one that could be effective when trying to gain more qualified leads.

Facebook Store Visits Case Study:

Church's chicken.

The world's third-largest chicken restaurant, Church's Chicken, wanted to see if they could use Facebook to increase in-restaurant traffic. From February to October of 2017, the chain ran a series of ads with the "Store Traffic" ad objectives. Rather than giving customers a link to a purchasing or order page, these ads offer users a call-to-action that says "Get Directions." The dynamic store-traffic ad also gives users the store information for the restaurant closest to them.

Image from Facebook

The ads ran on desktop and mobile newsfeeds and were targeted at people living near a Church's Chicken who were also interested in "quick-serve restaurants." The study also noted that third-party data was used to target customers who were "big spenders" at these types of restaurants.

To measure the results, the team compared data from Facebook's store-reporting feature with data from all of its locations.

Results: The ads resulted in over 592,000 store visits with an 800% ROI. Each visit cost the company an average of $1.14. The ROI of the campaign was four times the team's return goal.

If you don't have an ecommerce business, Facebook ads can still be helpful for you if they're strategized properly. In this example, Church's ads targeted locals who like quick-serve restaurants and served them a dynamic ad with text that notified them of a restaurant in their direct area. This type of targeting and ad strategy could be helpful to small businesses or hyperlocal businesses that want to gain foot traffic or awareness from the prospective customers closest to them.

Navigating Case Studies

If you're a marketer that wants to execute proven Facebook strategies, case studies will be incredibly helpful for you. If the case studies on the list above didn't answer one of your burning Facebook questions, there are plenty of other resources and success stories online.

As you look for a great case study to model your next campaign strategy, look for stories that seem credible and don't feel too vague. The best case studies will clearly go over a company's mission, challenge or mission, process, and results.

Because many of the case studies you'll find are from big businesses, you might also want to look at strategies that you can implement on a smaller scale. For example, while you may not be able to create a full commercial at the production quality of Pandora, you might still be able to make a lower-budget video that still conveys a strong message to your audience.

If you're interested in starting a paid campaign, check out this helpful how-to post . If you just want to take advantage of free options, we also have some great information on Facebook Live and Facebook for Business .

Don't forget to share this post!

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Five Case Studies of Transformation Excellence

November 03, 2014  By  Lars Fæste ,  Jim Hemerling ,  Perry Keenan , and  Martin Reeves

In a business environment characterized by greater volatility and more frequent disruptions, companies face a clear imperative: they must transform or fall behind. Yet most transformation efforts are highly complex initiatives that take years to implement. As a result, most fall short of their intended targets—in value, timing, or both. Based on client experience, The Boston Consulting Group has developed an approach to transformation that flips the odds in a company’s favor. What does that look like in the real world? Here are five company examples that show successful transformations, across a range of industries and locations.

VF’s Growth Transformation Creates Strong Value for Investors

Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.

VF offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, VF was a good company with strong management but limited organic growth. Its “jeanswear” and intimate-apparel businesses, although responsible for 80 percent of the company’s revenues, were mature, low-gross-margin segments. And the company’s cost-cutting initiatives were delivering diminishing returns. VF’s top line was essentially flat, at about $5 billion in annual revenues, with an unclear path to future growth. VF’s value creation had been driven by cost discipline and manufacturing efficiency, yet, to the frustration of management, VF had a lower valuation multiple than most of its peers.

With BCG’s help, VF assessed its options and identified key levers to drive stronger and more-sustainable value creation. The result was a multiyear transformation comprising four components:

• A Strong Commitment to Value Creation as the Company’s Focus. Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. And as a sign of management’s commitment to balanced value creation, the company increased its dividend by 90 percent.
• Relentless Cost Management. VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring.
• A Major Transformation of the Portfolio. To help fund its journey, VF divested product lines worth about $1 billion in revenues, including its namesake intimate-apparel business. It used those resources to acquire nearly $2 billion worth of higher-growth, higher-margin brands, such as Vans, Nautica, and Reef. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands.
• The Creation of a High-Performance Culture. VF has created an ownership mind-set in its management ranks. More than 200 managers across all key businesses and regions received training in the underlying principles of value creation, and the performance of every brand and business is assessed in terms of its value contribution. In addition, VF strengthened its management bench through a dedicated talent-management program and selective high-profile hires. (For an illustration of VF’s transformation roadmap, see the exhibit.)

The results of VF’s TSR-led transformation are apparent. 1 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. Notes: 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. The company’s revenues have grown from $7 billion in 2008 to more than $11 billion in 2013 (and revenues are projected to top $17 billion by 2017). At the same time, profitability has improved substantially, highlighted by a gross margin of 48 percent as of mid-2014. The company’s stock price quadrupled from $15 per share in 2005 to more than $65 per share in September 2014, while paying about 2 percent a year in dividends. As a result, the company has ranked in the top quintile of the S&P 500 in terms of TSR over the past ten years.

A Consumer-Packaged-Goods Company Uses Several Levers to Fund Its Transformation Journey

A leading consumer-packaged-goods (CPG) player was struggling to respond to challenging market dynamics, particularly in the value-based segments and at the price points where it was strongest. The near- and medium-term forecasts looked even worse, with likely contractions in sales volume and potentially even in revenues. A comprehensive transformation effort was needed.

To fund the journey, the company looked at several cost-reduction initiatives, including logistics. Previously, the company had worked with a large number of logistics providers, causing it to miss out on scale efficiencies.

To improve, it bundled all transportation spending, across the entire network (both inbound to production facilities and out-bound to its various distribution channels), and opened it to bidding through a request-for-proposal process. As a result, the company was able to save 10 percent on logistics in the first 12 months—a very fast gain for what is essentially a commodity service.

Similarly, the company addressed its marketing-agency spending. A benchmark analysis revealed that the company had been paying rates well above the market average and getting fewer hours per full-time equivalent each year than the market standard. By getting both rates and hours in line, the company managed to save more than 10 percent on its agency spending—and those savings were immediately reinvested to enable the launch of what became a highly successful brand.

Next, the company pivoted to growth mode in order to win in the medium term. The measure with the biggest impact was pricing. The company operates in a category that is highly segmented across product lines and highly localized. Products that sell well in one region often do poorly in a neighboring state. Accordingly, it sought to de-average its pricing approach across locations, brands, and pack sizes, driving a 2 percent increase in EBIT.

Similarly, it analyzed trade promotion effectiveness by gathering and compiling data on the roughly 150,000 promotions that the company had run across channels, locations, brands, and pack sizes. The result was a 2 terabyte database tracking the historical performance of all promotions.

Using that information, the company could make smarter decisions about which promotions should be scrapped, which should be tweaked, and which should merit a greater push. The result was another 2 percent increase in EBIT. Critically, this was a clear capability that the company built up internally, with the objective of continually strengthening its trade-promotion performance over time, and that has continued to pay annual dividends.

Finally, the company launched a significant initiative in targeted distribution. Before the transformation, the company’s distributors made decisions regarding product stocking in independent retail locations that were largely intuitive. To improve its distribution, the company leveraged big data to analyze historical sales performance for segments, brands, and individual SKUs within a roughly ten-mile radius of that retail location. On the basis of that analysis, the company was able to identify the five SKUs likely to sell best that were currently not in a particular store. The company put this tool on a mobile platform and is in the process of rolling it out to the distributor base. (Currently, approximately 60 percent of distributors, representing about 80 percent of sales volume, are rolling it out.) Without any changes to the product lineup, that measure has driven a 4 percent jump in gross sales.

Throughout the process, management had a strong change-management effort in place. For example, senior leaders communicated the goals of the transformation to employees through town hall meetings. Cognizant of how stressful transformations can be for employees—particularly during the early efforts to fund the journey, which often emphasize cost reductions—the company aggressively talked about how those savings were being reinvested into the business to drive growth (for example, investments into the most effective trade promotions and the brands that showed the greatest sales-growth potential).

In the aggregate, the transformation led to a much stronger EBIT performance, with increases of nearly $100 million in fiscal 2013 and far more anticipated in 2014 and 2015. The company’s premium products now make up a much bigger part of the portfolio. And the company is better positioned to compete in its market.

A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model

A leading bank in Europe is in the process of a multiyear transformation of its operating model. Prior to this effort, a benchmarking analysis found that the bank was lagging behind its peers in several aspects. Branch employees handled fewer customers and sold fewer new products, and back-office processing times for new products were slow. Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.

To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Using an end-to-end process approach, all the bank’s activities were broken down into roughly 250 processes, covering everything that a customer could potentially experience. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.

Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners. In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.

The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity.

And the bank isn’t done yet. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm. This change capability will be essential as the bank continues on its transformation journey.

A German Health Insurer Transforms Itself to Better Serve Customers

Barmer GEK, Germany’s largest public health insurer, has a successful history spanning 130 years and has been named one of the top 100 brands in Germany. When its new CEO, Dr. Christoph Straub, took office in 2011, he quickly realized the need for action despite the company’s relatively good financial health. The company was still dealing with the postmerger integration of Barmer and GEK in 2010 and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks. Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort.

The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success. At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Delayering laid the path to win in the medium term through fundamental changes to the company’s business and operating model in order to set up the company for long-term success.

The company launched ambitious efforts to change the way things were traditionally done:

• A Better Client-Service Model. Barmer GEK is reducing the number of its branches by 50 percent, while transitioning to larger and more attractive service centers throughout Germany. More than 90 percent of customers will still be able to reach a service center within 20 minutes. To reach rural areas, mobile branches that can visit homes were created.
• Improved Customer Access. Because Barmer GEK wanted to make it easier for customers to access the company, it invested significantly in online services and full-service call centers. This led to a direct reduction in the number of customers who need to visit branches while maintaining high levels of customer satisfaction.
• Organization Simplification. A pillar of Barmer GEK’s transformation is the centralization and specialization of claim processing. By moving from 80 regional hubs to 40 specialized processing centers, the company is now using specialized administrators—who are more effective and efficient than under the old staffing model—and increased sharing of best practices.

Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board. These changes have made Barmer GEK competitive on cost, with expected annual savings exceeding €300 million, as the company continues on its journey to deliver exceptional value to customers. Beyond being described in the German press as a “bold move,” the transformation has laid the groundwork for the successful future of the company.

Nokia’s Leader-Driven Transformation Reinvents the Company (Again)

We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its 150-year history. This makes Nokia a prime example of a “serial transformer.”

In 2014, Nokia embarked on perhaps the most radical transformation in its history. During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business (its largest) or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a 50-50 joint venture with Siemens—called Nokia Siemens Networks (NSN)—that sold networking equipment. NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results.

When Microsoft expressed interest in taking over Nokia’s device business, Nokia chairman Risto Siilasmaa took the initiative. Over the course of six months, he and the executive team evaluated several alternatives and shaped a deal that would radically change Nokia’s trajectory: selling the mobile business to Microsoft. In parallel, Nokia CFO Timo Ihamuotila orchestrated another deal to buy out Siemens from the NSN joint venture, giving Nokia 100 percent control over the unit and forming the cash-generating core of the new Nokia. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms.

Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO. Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.

Nokia’s share price has steadily climbed. Its enterprise value has grown 12-fold since bottoming out in July 2012. The company has returned billions of dollars of cash to its shareholders and is once again the most valuable company in Finland. The next few years will demonstrate how this chapter in Nokia’s 150-year history of serial transformation will again reinvent the company.

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What the Case Study Method Really Teaches

• Nitin Nohria

Seven meta-skills that stick even if the cases fade from memory.

It’s been 100 years since Harvard Business School began using the case study method. Beyond teaching specific subject matter, the case study method excels in instilling meta-skills in students. This article explains the importance of seven such skills: preparation, discernment, bias recognition, judgement, collaboration, curiosity, and self-confidence.

During my decade as dean of Harvard Business School, I spent hundreds of hours talking with our alumni. To enliven these conversations, I relied on a favorite question: “What was the most important thing you learned from your time in our MBA program?”

• Nitin Nohria is the George F. Baker Jr. Professor at Harvard Business School and the former dean of HBS.

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• 03 Oct 2023
• What Do You Think?

Do Leaders Learn More From Success or Failure?

There's so much to learn from failure, potentially more than success, argues Amy Edmondson in a new book. James Heskett asks whether the study of leadership should involve more emphasis on learning from failure? Open for comment; 0 Comments.

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We tend to avoid failure at all costs. But our smarter missteps are worthwhile because they can force us to take a different path that points us toward personal and professional success, says Amy Edmondson.

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Personality Traits of Entrepreneurs: A Review of Recent Literature

This paper brings together recent findings in the academic literature on the prevalence of various personality traits among entrepreneurs and their impact on venture performance. It focuses on three themes: (1) personality traits of entrepreneurs and how they compare to other groups; (2) attitudes towards risk that entrepreneurs display; and (3) overall goals and aspirations that entrepreneurs bring to their pursuits.

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This analysis of interviews with 40 female executives and entrepreneurs highlights five distinct types of career narratives that high-achieving women employ to explain their own career success. These narratives vary with the women’s family-of-origin social class. Among its contributions to practice, the study sheds light on the diversity of approaches possible in a successful career.

• 27 Feb 2017
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Reputation is Vital to Survival in Turbulent Markets

Reputation and resilience are key ingredients that determine whether companies will survive tumultuous markets, according to a new paper by Geoffrey Jones, Tarun Khanna, Cheng Gao, and Tiona Zuzul. Open for comment; 0 Comments.

• 21 Aug 2012

How to Sink a Startup

Noam Wasserman, author of the recently released book "The Founder's Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup," discusses ill-advised entrepreneurial behavior. From the HBS Alumni Bulletin. Closed for comment; 0 Comments.

• 06 Sep 2011

Cheese Moving: Effecting Change Rather Than Accepting It

In his new business fable, I Moved Your Cheese, Professor Deepak Malhotra challenges the idea that change is simply something we must anticipate, tolerate, and accept. Instead, the book teaches readers that success often lies in first questioning changes in the workplace and, if necessary, in effecting new changes ourselves. Q&A plus book excerpt. Closed for comment; 0 Comments.

• 02 Jun 2010

How Do You Weigh Strategy, Execution, and Culture in an Organization’s Success?

Summing up: Respondents who ventured to place weights on the determinants of success gave the nod to culture by a wide margin, says HBS professor Jim Heskett. (Online forum now closed. Next forum opens July 2.) Closed for comment; 0 Comments.

• 02 Feb 2009

The Success of Persistent Entrepreneurs

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• 29 Aug 2005

How Organizations Create Social Value

A study of smart practices by social and business organizations in Iberoamerica. Research by HBS professor James Austin, HBS senior researcher Ezequiel A. Reficco, and UNIANDES professor Roberto Gutiérrez. Closed for comment; 0 Comments.

• 08 Mar 2004

Secret to Success: Go for “Just Enough”

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• 24 Jun 2002

Four Keys of Enduring Success: How High Achievers Win

What is success to you? HBS professor Howard Stevenson offers insights from research he and HBS senior research fellow Laura Nash are conducting on the meaning of success for high achievers. Closed for comment; 0 Comments.

• 02 Apr 2001

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In this Harvard Business Review article, Professor Joseph L. Bower shares some of the results of his year-long study of M&A activity sponsored by HBS. Discover how five distinct merger and acquisition strategies scenarios play out—and his recommendations for success. Closed for comment; 0 Comments.

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This listing contains abstracts and ordering information for case studies written and published by faculty at Stanford GSB.

Publicly available cases in this collection are distributed by Harvard Business Publishing and The Case Centre .

Stanford case studies with diverse protagonists, along with case studies that build “equity fluency” by focusing on DEI-related issues and opportunities are listed in the Case Compendium developed by the Center for Equity, Gender and Leadership at the Berkeley Haas School of Business.

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Board Dynamics at Defy, Inc.: When is the Right Time to Raise the Next Round?

Defy, Inc. developed individual safety software solutions for highly automated aircraft operation through its FlySafe modular platform. Defy’s cofounders saw great potential in flying drones to solve the last-mile problem in deliveries. In addition to…

Founders Fund: Every Moment Happens Once

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In December 2021, Rekha Unnithan, CFA, received a cold outreach from Devendra Gupta, co-founder and CEO of Ecozen Solutions (“Ecozen”), an agriculture-focused cleantech business based in Pune, a major technology and manufacturing hub in India. Founded in…

APA Technologies

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6 Brilliant Small Business Case Study Examples For Marketers

Explore case study examples for small businesses. Additionally, find strategies for handling common challenges and solutions for growing your business.

Every business starts small.

The success of a business lies in its strategy to overcome any challenge during its journey.

If you are trying to take your business to new heights, start identifying challenges and create solutions.

The best way is to learn from sundry success stories.

There are several case studies of different businesses that can teach you which strategy to take for selling your product and attracting the target audience.

In this article, we will discuss some of the top case study examples that can assist in upscaling small businesses.

Let’s begin.

Challenges Faced by Small Businesses

As far as businesses go, there are always hurdles that need to be defeated. Starting a business is itself a big achievement for entrepreneurs, but the main challenge is maintaining one.

There are three common challenges businesses need to overcome. These include managing the expenses, hiring people, and following new trends to develop a customer base.

1. Increased Expenses

Every business revolves around money. There are different areas where businesses have to spend their money. But the issue is handling the financial hurdles. With an unplanned budget and financial advice, businesses will be spending more than they need to.

Keeping an eye on expenses is important because the expenses determine the profit the business will make.

However, it is not easy to reduce the expense. It’s affected by demand and supply. If businesses need to keep up with the market’s demands, then the chance of increasing expenses is 100%.

2. More and Skilled Manpower Required

Businesses don’t run themselves. They need manpower with skills to handle different departments. Generally, the number of employees in a small business ranges from 1 to 500 people. Getting this manpower is easy but getting a skilled one is difficult and time-consuming.

Whenever looking for manpower, businesses need to decide what skills they want in their candidate. The problem is candidates can’t always fulfill all the requirements. Besides, hiring manpower also increases the expenses.

3. Keeping Up With the Latest Trends

The market is fluid. It changes and introduces new trends. Small businesses need to keep up with the changing trends to keep their business growing. But this is where many businesses start to fall apart.

The thing about new trends is that businesses need to sell their products at the right time. It means they have to keep on studying the market to speculate their next products. If a small business fails to deliver during the peak of the trend, then it will suffer a heavy loss.

Solutions to Grow a Small Business

The best thing about businesses is that there is an attempt to find a solution for every challenge. It brings out the competition in the market, which is huge for surfacing different kinds of solutions a business can adopt.

1. Reduce the Expenses

When it comes to expenses, businesses are focused on spending huge sums on communication because communication is the key element of increasing customers and revenue. It’s not a big problem for big companies, but it is expensive for small businesses.

Fortunately, the cloud telephony system has removed the dilemma while making business budgets because cloud phone services are cheaper than plain old telephone services.

It reduces the initial cost of new businesses up to 90%. Recent surveys suggest that over 74% of businesses prioritize cloud phone systems as their urgent investment.

The same goes for marketing which is necessary to attract potential customers. Small businesses don’t have enough budget to advertise their products.

The best solution for this is using social media platforms like Instagram, Twitter, Facebook, etc. to promote and sell their products .

Case Study: Coffman Engineers

Coffman Engineers clearly states that although the cost of using a virtual phone number adhered to cloud phone is 50% more per employee, it still provides overall 25% more savings than plain old telephone service (POTS).

Coffman Engineers have been relying on cloud phones ever since their one office location faced a disaster. Now they have a disaster recovery feature built into their cloud phone system. It helped them to be ready for any disasters without losing communication with employees.

Not just that, they found all the necessary features bundled into one subscription package in a VoIP phone system. Such a facility enabled them to handle all their business communication using only one platform.

Key Takeaways

• Small businesses must invest in cloud telephony for business communication.
• Extensive use of social media to promote and sell your products/service.

2. Improve Employee Productivity

As we have already discussed earlier, manpower is a big challenge for small businesses. Hiring more employees doesn’t mean higher productivity. Businesses need to hire the right candidates to keep their expenses in check and improve productivity.

There are different tools available that can monitor what the employees are doing. Time tracking tools and workforce management tools are key components every business needs.

Especially in remote working scenarios, these tools are crucial to getting the full effort for the employees. Companies have seen a 35%-40% rise in productivity in employees working remotely with the use of tracking tools.

Case study: On The Map Marketing

On The Map Marketing , a digital marketing agency, used time tracking tools that showed that remote working employees tend to work more hours since they can work at flexible hours.

On The Map Marketing first started using the time tracking tool when they were opening their office in Riga, Latvia. The CTO of the company wanted the time spent on different tasks on his computer as well as managing the remote working employees.

Using a time tracking tool , they were able to track their productivity with a detailed report of their daily activities during office hours. It helped them calculate salary bonuses. They also found the productivity level of each employee to determine their value for the company.

• Small businesses should use a time tracking tool to make sure employees focus on their office work.
• Small businesses can track the performance of each employee at office locations or remote working locations.

3. Reward Your Customers

A business becomes successful when it can keep its customers happy. In efforts to upscale a small business quickly, the marketplace has seen a decline in the quality of products and services. It is a primary reason for customer dissatisfaction.

About 45% of business professionals rate customer experience as their top priority for growing a business.

Survey says more than 85% of buyers are willing to spend more for a better customer experience. Therefore, small businesses need to focus on improving their quality of products and services, which is a powerful indicator of customer experience.

Case study: Starbucks

Starbucks introduced a Reward Loyalty Program in which customers collect stars to get exciting rewards. This program drives 40% of Starbucks’s total sales .

By adapting the gamification method, Starbucks added a reward loyalty program to their already established app. This move drastically increased sales and digital traffic. They brought mobile payment, customer loyalty, and content partnership in one powerful app.

Customers started registering for My Reward via their app. They are given stars(points) in exchange for their interaction in the app or purchase made. The higher the number of stars a customer gets, the better rewards they get.

• Small businesses can give different forms of rewards for more customer engagement.
• Improvement in customer service can drive more sales and attract more customers.

4. Build Your Brand

Small businesses should learn to build their brand image . While marketing any product or service, the brand image is a key factor for understanding how people view your business.

A brand image must first include mission, vision, and values. It also requires a brand positioning statement that can set your business apart from the competitors.

It’s important to create a unique brand personality. For this, businesses need to design a good logo because customers are most likely to recognize a business looking at a logo. They will have to identify their target audience to craft a good brand image.

According to a study, around 89% of users stay loyal to a business with a good brand image .

Case study: Apple

Apple logo is a well-recognized design that reflects the brand value. Over the years, the Apple logo has gone through several design changes.

The most important rebranding of the company came when Steve Jobs changed the logo which impacted the overall personality of the company. Now, this logo is the most recognized logo in the world.

Looking at the Apple logo, customers can feel a sense of trust, reliability, and innovation . It is the main reason for the huge sales of all Apple products across the globe.

• Branding helps a business build strong relationships with prospects and attract them to be loyal customers.
• Small businesses need to create a strong brand image to sell their products efficiently.

5. Prioritize on Partnerships

Partnerships and collaboration can lift the businesses to maximize their cost savings. It allows businesses to strengthen their programs using available resources and tools.

This has a direct effect on improving the efficiency of their operations. It improves the credibility of the business in the marketplace.

Case study: RENAULT & NISSAN

Renault and Nissan have a strong partnership in automobiles. Their partnership made a remarkable achievement of making up 10% of new car sales worldwide .

Renault and Nissan chose to make an alliance rather than a merger because an alliance has many stronger benefits than a merger would give.

With an alliance, they can access more geographical areas where foreign investments are restricted. These companies got better chances to enter each other’s territory where they were already established companies because of the alliance.

Although they faced numerous challenges including fluctuation in price share, they managed to resolve issues and succeed.

• Small businesses can collaborate with other businesses to increase their chances of higher product sales and profit for everyone.
• Partnership with other businesses allows all parties to take benefits from each other’s strong areas.

6. The Right Marketing Strategy

Every business requires to sell its product and services to the market. Without marketing, a business cannot compete in the marketplace. The first thing about marketing is knowing your target audience and competitors.

When small businesses know who they are competing against, it will help them to see how the competitors are executing their business and attracting their customers.

One such way is to grow your website traffic which can bring you more leads and eventually customers. And how do you increase your website traffic? SEO. If done right, Search Engine Optimization can drive huge traffic to your website to reach your marketing goals.

Case study: Zapier

Zapier used an SEO strategy revolving around long-tail keywords for generating organic traffic to their website. They created 25,000 unique landing pages for unique keywords.

Zapier had a structure and layout for each page including well-optimized human written content. They outsourced SEO content and focused on a playbook for the onboarding process and launched new apps so that they can get partners to write content for them.

On top of that, they also outsourced link building to their partners. These partners wrote valuable guest post content of Zapier on their site and gave a backlink to Zapier. It helped Zapier to get new users as well as drive their website traffic.

• Small Businesses should improve their website traffic by adding more landing pages with relevant content.
• Backlinks through guest posts on other websites can drive more website traffic and attract more prospects.

Now that we have discussed these examples, let’s see how you can create these studies.

Now that you have a fair idea of the business challenges and solutions, there is a good chance of delivering a good strategy for growing your small business.

On top of that, the case study examples above will help you view how other businesses overcome their situation to take their business to new heights.

The most important aspect of upscaling a small business is understanding the customer’s needs. Therefore, you should design a persuasive marketing strategy to attract customers and compete with other businesses in the market.

And a good marketing strategy for any business must include social media. And to make the most of your social media marketing efforts try SocialPilot for free today.

Frequently Asked Questions

🌟 How do you upscale a small business?

Upscaling a small business is a very challenging process. Whether it's making a budget or hiring employees, you have to focus on things that are best for your business. Planning, targeting prospects, marketing strategy, etc. are crucial steps for upscaling businesses and competing with big companies.

🌟 What is a small scale business?

Small scale businesses or Small scale industries (SSI) provide products and services on a small level. Normally in the US, a small business consists of less than 250 employees. Also, it has small capital investments and less office space.

🌟 Why do entrepreneurs find it difficult to scale up?

New entrepreneurs find difficulty in scaling up their businesses because they don’t know what to do. Even if they know, they have to face many challenges like market research, finding loans, allocating space, etc. Also, legal matters are always a major concern for making changes.

🌟 Why is scalability important in business?

Scalability is important because it directly impacts business competition, profitability, brand image, and product quality. Since small businesses have huge growth potential and high return on investment (ROI), they have to properly focus on scalability.

🌟 When should you scale a business?

A small business should look for upscaling its business if it has achieved a minimum annual growth of 20% over 2-3 years with only 10 or more active employees.

About the Author

Sujan Thapaliya

Sujan Thapaliya is the CEO and Co-founder of KrispCall . He has a wealth of computer, communications, and security experience. Through KrispCall, he aspires to make business communication safer, reliable, and more affordable.

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Business Transformation and 5 Case Studies of Real-World Success Stories

What is business transformation.

Business transformation refers to the process of fundamentally changing the way an organisation operates in order to achieve its strategic goals. This can involve a wide range of changes, such as adopting new business models, implementing new technologies, restructuring processes and operations, and redefining the organisation's overall strategy.

The goal of business transformation is to improve the organisation's performance and competitive advantage in the marketplace. This often requires a significant cultural shift within the organisation, as well as a willingness to embrace new ways of thinking and working. Successful business transformation can result in increased efficiency, better customer experience, and long-term growth for the organisation.

The Evolution of What is Business Transformation

Business transformation has been an important concept in management and strategy for several decades, evolving over time as businesses face new challenges and opportunities. In the past, business transformation primarily focused on process improvements and cost cutting measures to streamline operations and boost efficiency. However, as the business landscape has become increasingly complex and digital, the scope of business transformation has expanded to include broader strategic initiatives such as digital transformation, innovation, and customer-centricity. Today, business transformation is seen as a critical tool for organisations to adapt to change, stay competitive, and create value for stakeholders.

What are the Drivers of Business Transformation?

There are several drivers of business transformation, including:

Technology advancements

Technology is constantly evolving, and companies need to keep up with these advancements to remain competitive.

Customer demands

Changing customer expectations and preferences require companies to adapt their products, services, and processes to stay relevant.

Market forces

Globalisation, increased competition, and changing industry dynamics can drive companies to transform their business to remain competitive.

Regulatory requirements

Changes in laws and regulations can force companies to transform their business processes and operations.

Organisational culture

Companies that want to improve their performance, productivity, and innovation often need to transform their organisational culture.

Mergers and acquisitions

Mergers and acquisitions can trigger business transformation initiatives as companies integrate their operations and processes.

Cost reduction

Companies may undertake business transformation initiatives to reduce costs and increase efficiency.

Strategic goals

Companies may undertake business transformation initiatives to achieve strategic goals, such as expanding into new markets, launching new products, or diversifying their business.

These drivers can be interrelated and may require a coordinated effort to address effectively.

4 Phases of Business Transformation

There are four phases in the BTM² business transformation methodology lifecycle, which are:

Envision: Create a case for change, a sense of urgency, strategy, and vision.

Engage: Empower people to act on the vision and plan the business transformation.

Transform: Change processes, technology, behaviour, culture, and values.

Optimise: Internalise, institutionalise, and optimise transformation. And create stability.

9 Management Disciplines of Business Transformation

The BTM² business transformation methodology consists of nine transformation management disciplines which are:

Meta Management (Leadership, Culture, Values, Communication)

Strategy Management (Transformation Direction)

Value Management (Transformation Direction)

Risk Management (Transformation Direction)

Project and Programme Management (Transformation Enablement)

Business Process Management (Transformation Enablement)

IT Transformation Management (Transformation Enablement)

Organisational Change Management (Transformation Enablement)

Competence and Training Management (Transformation Enablement)

Learn more about these business transformation management disciplines.

4 Main Types of Business Transformation

Radical business transformation.

Radical transformation is a significant change to a company's strategy and approach, resulting in the creation of a new business model and vision. It often requires an overhaul of the organisation's core values and principles, as well as a significant shift in culture and mindset.

This type of transformation is often driven by external market factors or the need to pivot in response to changing industry trends. It requires a strong commitment from leadership and a willingness to take bold risks to ensure long-term success.

Architectural Business Transformation

Architectural transformation refers to the process of restructuring an organisation's technology infrastructure and systems while maintaining its core business processes. This involves a significant change in the underlying technology and infrastructure of the organisation but does not necessarily change the overall strategic goals or direction of the business. 

By focusing on optimising and modernising its technology architecture, an organisation can better support its operations and improve efficiency. This often involves updating legacy systems, implementing new software, and integrating new technologies to support business operations. A successful architectural transformation can help organisations stay competitive in today's rapidly evolving technological landscape.

Modular Business Transformation

Modular transformation refers to a scenario in which the organisation modifies some core elements of its design while keeping the overall enterprise architecture intact. This approach allows companies to implement targeted changes that address specific challenges without disrupting the entire system. For example, a company may choose to update its production line or supply chain processes while keeping its organisational structure and IT infrastructure intact. 

By using this strategy, organisations can achieve incremental improvements while minimising the risk and cost associated with a full-scale transformation. This approach can help organisations remain agile and adapt to changing market conditions more efficiently.

Incremental Business Transformation

Incremental transformation involves making small, continuous improvements to the enterprise design with minimal changes to technology and operations. This approach allows the organisation to refine and extend its existing processes and capabilities, while minimising disruptions to daily operations. Incremental transformation often involves a gradual and continuous improvement process that allows the organisation to stay competitive 

by adapting to changing market conditions and customer needs. It requires a focus on continuous improvement and a willingness to adopt new technologies and processes as needed to drive long-term success.

What is Impacted During Business Transformation?

There are several aspects of an organisation that are impacted by business transformation, including:

Involves a change in the company's strategy, vision, and direction to respond to new market trends or opportunities.

Focuses on improving operational efficiency, reducing costs, and optimising business processes to improve performance and profitability.

Involves changing the organisation's culture, values, and behaviours to foster innovation, collaboration, and customer-centricity.

Involves changing the organisation's structure, such as reorganising teams, creating new roles, or consolidating business units, to improve agility and decision-making.

Involves leveraging digital technologies to fundamentally change the way a company operates, interacts with customers, and delivers value to the market.

Other aspects of an organisation are impacted by business transformation. The key is to identify and manage these impacts in a way that does not compromise the achievement of the transformation goals.

What is The Difference Between Business Transformation and Digital Transformation?

While business transformation and digital transformation are related concepts, they have different scopes and objectives.

Business transformation refers to the process of fundamentally changing the way an organisation operates to achieve its strategic goals, which may or may not involve technology. Business transformation may include a wide range of changes such as organisational restructuring, changes to business processes, new business models, and strategic realignment.

Digital transformation, on the other hand, specifically refers to the integration of digital technology into all areas of a business, resulting in fundamental changes to how the business operates and delivers value to customers. The goal of digital transformation is to create a more agile, responsive, and data-driven organisation that can compete in a rapidly changing digital environment. This may involve adopting new technologies, leveraging data and analytics, and creating new digital products and services.

In summary, while both business transformation and digital transformation involve significant changes to an organisation, the former is broader and may involve non-digital changes, while the latter specifically focuses on the integration of digital technology to drive business success.

What Should a Chairman Know About Business Transformation?

As a key member of a company's leadership team, a Chairman plays a critical role in the success of any business transformation effort. Here are some key things that a Chairman should know about business transformation:

The importance of having a clear vision and strategy: Business transformation requires a clear vision of where the company is going and a well-defined strategy for getting there. The Chairman must ensure that the vision and strategy are aligned with the company's goals and objectives.

The need for effective change management: Business transformation often involves significant changes to the company's processes, systems, and culture. The Chairman must ensure that change is managed effectively, with clear communication to all stakeholders, and a plan for addressing any resistance to change.

The importance of collaboration: Business transformation is a team effort, requiring collaboration across departments and functions. The Chairman must ensure that there is a culture of collaboration and that the necessary resources are made available to support the effort.

The role of technology: Business transformation often involves the use of new technologies to improve business processes and drive innovation. The Chairman must ensure that the company has the necessary technology infrastructure and expertise to support the transformation effort.

The need for ongoing evaluation and adjustment: Business transformation is an ongoing process that requires ongoing evaluation and adjustment. The Chairman must ensure that there are metrics in place to measure progress, and that the company is willing to adjust as needed to stay on track.

In summary, a Chairman plays a critical role in ensuring the success of any business transformation effort. By focusing on clear vision and strategy, effective change management, collaboration, technology, and ongoing evaluation and adjustment, the Chairman can help lead the company through a successful transformation.

What Should a CEO Know About Business Transformation?

CEOs play a critical role in driving successful business transformations. Here are some key things that CEOs need to keep in mind:

Vision: The CEO must have a clear and compelling vision for the transformation that is aligned with the company's overall strategy and goals.

Culture: The CEO needs to drive a culture of innovation and agility that supports the transformation. This may involve shifting the organisation's mindset and embracing new ways of working.

Communication: The CEO must communicate the transformation strategy clearly and frequently to all stakeholders, including employees, customers, and investors.

Talent: The CEO needs to ensure that the organisation has the right talent and capabilities to execute the transformation. This may involve hiring new talent or upskilling existing employees.

Metrics: The CEO must establish clear metrics and key performance indicators (KPIs) to measure the success of the transformation and ensure that progress is being made.

Governance: The CEO must establish a governance framework to manage the transformation and ensure that it stays on track.

Collaboration: The CEO needs to collaborate with other leaders and stakeholders to ensure that the transformation is aligned with their goals and priorities.

By keeping these factors in mind, CEOs can successfully lead their organisations through a business transformation, achieve their strategic objectives, and drive long-term success.

What Should Other Key Executives Know About Business Transformation?

Business transformation is not just limited to CEOs, but other C-level executives also need to be aware of it as it can affect various aspects of the business. Here are some things that other C-level executives should know about business transformation:

Understanding the goals: All executives should have a clear understanding of the goals and objectives of the business transformation. This will help them to align their departments and work towards achieving the transformation goals.

Collaboration: Business transformation involves cross-functional collaboration and coordination, which means executives need to work together and leverage each other's expertise to achieve the desired outcomes.

Change management: Business transformation requires significant changes in the organisation, which can be difficult for employees. C-level executives should be aware of the change management process and ensure that employees are adequately supported during the transition.

Innovation: Business transformation is often driven by innovation, and C-level executives should be open to new ideas and technologies that can enable the transformation.

Customer-centricity: Business transformation is not just about internal changes but also about meeting the changing needs of customers. C-level executives should prioritise customer-centricity in their decision-making to drive successful transformation.

Who Should Lead Business Transformation on a Day to Day Basis?

The person who leads business transformation on a day-to-day basis is typically a program or project manager, who is responsible for managing the various initiatives and activities involved in the transformation process. The program or project manager is usually a seasoned professional with expertise in project and change management, as well as experience in the specific areas of the business being transformed. This individual works closely with executive leadership, stakeholders, and other key personnel to ensure that the transformation process is on track and aligned with the organisation's overall strategic goals. They are also responsible for monitoring progress, identifying, and mitigating risks, and adjusting the transformation plan as needed.

How do You Manage Business Transformation?

Managing business transformation involves leading the implementation process, ensuring that all stakeholders are aligned and working towards the same objectives, and making necessary adjustments as the transformation progresses. The following are some key steps to effectively manage business transformation:

Develop a clear vision and strategy: A clear and concise vision for the transformation and a well-defined strategy for achieving that vision is essential. It should be communicated to all stakeholders to ensure everyone is aligned.

Establish a governance structure: A governance structure is important to provide oversight and decision-making authority during the transformation. This should include a steering committee, a project management office (PMO), and other necessary teams.

Define key performance indicators (KPIs): KPIs should be defined to measure the success of the transformation. These should be regularly tracked and communicated to stakeholders.

Engage and empower employees: Employees should be engaged in the transformation process from the beginning. They should be empowered to take ownership of the changes and help drive the transformation forward.

Manage risks: It is important to identify potential risks to the transformation and develop mitigation plans. These plans should be regularly reviewed and updated as needed.

Monitor progress: The transformation process should be regularly monitored to ensure that it is progressing according to plan. Adjustments should be made as necessary to keep the transformation on track.

Celebrate successes: Celebrating successes along the way can help maintain momentum and keep stakeholders motivated and engaged.

By effectively managing business transformation, organisations can successfully navigate change and achieve their goals for growth and innovation.

What is The Business Transformation Management Methodology?

The Business Transformation Management Methodology (BTM²) is a comprehensive framework for managing and delivering large-scale business transformations. It was developed by a think tank of xxx and funded by the SAP company.

BTM² is widely used in by many of the world's best business transformation managers, leaders, and consultants.

The methodology is based on a four-phase approach that includes four phases and nine management disciplines.

Each phase includes a set of activities and deliverables, such as assessing the current state of the business, defining the target state, developing a roadmap, executing the transformation plan, and monitoring and measuring the results. The BTM² methodology emphasises the importance of involving stakeholders, managing change, and ensuring the alignment of business and IT objectives.

Best Practices for Successful Business Transformation

In addition to adopting a business transformation management framework such as BTM² here are some general best practices for a successful business transformation:

Develop a clear vision

Start with a clear and well-defined vision of what you want to achieve through the transformation. This will help you stay focused and aligned throughout the process.

Involve stakeholders

Engage and involve all relevant stakeholders in the transformation process, including employees, customers, partners, and suppliers. This will help you get buy-in and support, as well as gather valuable input and feedback.

Develop a comprehensive plan

Create a detailed plan that outlines the goals, timelines, resources, and activities required for the transformation. This plan should also identify potential risks and mitigation strategies.

Prioritise and sequence initiatives

Prioritise and sequence initiatives based on their potential impact and feasibility. This will help you focus on high-impact initiatives that can deliver quick wins, while also ensuring a smooth and phased transition.

Invest in change management

Develop a robust change management program that focuses on communication, training, and employee engagement. This will help you manage resistance, build awareness, and create a culture that is open to change.

Leverage data and analytics

Use data and analytics to gain insights into the performance of your organisation and identify areas that require improvement. This will help you make data-driven decisions and measure the impact of your transformation initiatives.

Embrace innovation

Foster a culture of innovation and experimentation and encourage employees to come up with new ideas and approaches. This will help you stay ahead of the curve and continuously improve your business.

Monitor and measure progress

Monitor and measure the progress of your transformation initiatives, and adjust your plans and strategies as needed. This will help you stay on track and ensure that you are achieving your goals.

Overall, successful business transformation requires a strategic and holistic approach that engages stakeholders, prioritises initiatives, invests in change management, leverages data and analytics, fosters innovation, and continuously monitors and measures progress.

5 Business Transformation Case Studies

Lego business transformation.

In the early 2000s, the Danish toy manufacturer was facing serious financial difficulties due to declining sales and changing consumer preferences. The company was on the verge of bankruptcy, but instead of giving up, Lego embarked on a major business transformation initiative. The company restructured its operations, divested non-core businesses, streamlined its supply chain, and refocused its product lines.

One key element of the transformation was the introduction of the Lego Movie, which helped reinvigorate the brand and drive sales. Today, Lego is a thriving company with a strong global brand and a diverse range of product lines. The success of Lego's business transformation is a testament to the power of strategic planning, innovation, and a willingness to embrace change.

Ford Business Transformation

In recent years, the Ford motor company has been facing challenges from new players in the automotive industry, as well as rising customer demands for new features and technologies.

Business Transformation Initiative: In 2018, Ford announced a major business transformation initiative aimed at modernising its operations and transitioning to become a mobility company. The initiative involved several key components, including:

Reorganising the company's global business operations to streamline decision-making and improve efficiency.

Investing heavily in electric and autonomous vehicle technology, with plans to introduce a range of new EV models in the coming years.

Partnering with tech companies to develop new mobility solutions, such as ride-sharing services and delivery fleets.

Focusing on improving customer experience, with a renewed emphasis on digital channels and personalised services.

While the full impact of Ford's business transformation initiative has yet to be realised, the company has already made significant progress in several key areas. For example, Ford has launched several new electric and hybrid models, including the Mustang Mach-E and the F-150 Lightning, which have been well-received by customers and critics alike. The company has also partnered with tech companies like Argo AI and Rivian to accelerate the development of autonomous vehicle technology. 

Ford also invested in a range of new mobility solutions, such as its GoRide health transportation service and the delivery-focused Ford Pro division. Overall, Ford's business transformation initiative has positioned the company to better compete in a rapidly evolving automotive industry and to meet the changing needs of its customers.

General Electric

General Electric (GE) is a massive conglomerate with diverse business units spanning multiple industries. In recent years, the company has undergone a significant business transformation to streamline its operations and refocus on its core strengths. The transformation involved divesting non-core businesses and reducing the size of the organisation, among other initiatives. As a result of these efforts, GE has become a leaner, more efficient company with improved profitability. The business transformation has allowed GE to focus on its core strengths and position the company for long-term success.

In 2019, PepsiCo announced a new business transformation initiative to become a more consumer-centric, faster, and more agile organisation. The main goals of the business transformation initiative were to increase productivity, accelerate growth, and create a more sustainable business model. To achieve this, PepsiCo aimed to streamline its operations, enhance its digital capabilities , and invest in new product development and marketing.

To drive the business transformation, PepsiCo implemented a range of initiatives, including:

• Investing in automation and digitalisation to streamline operations and increase efficiency.
• Enhancing its e-commerce capabilities and online presence to better engage with consumers and improve customer experience.
• Expanding its product portfolio to include more healthy and sustainable products, in response to changing consumer preferences.
• Improving its supply chain and logistics operations to increase speed and flexibility.

As a result of the business transformation, PepsiCo was able to increase productivity and reduce costs, while also expanding its market share and improving its sustainability credentials. For example, in 2020, the company reported an increase in revenue and net income, driven by strong performance in its snacks and beverage businesses, as well as its focus on innovation and sustainability. PepsiCo was also recognised as one of the most ethical companies in the world by the Ethisphere Institute in 2021, reflecting its commitment to social responsibility and sustainability.

The global financial group BBVA has undergone a significant business transformation in recent years. The transformation was initiated with the goal of becoming a more customer-centric, agile, and innovative organisation. To achieve this transformation, BBVA adopted a new organisational model, which included the creation of cross-functional teams, the implementation of agile methodologies, and the adoption of new technologies such as cloud computing, big data, and artificial intelligence. BBVA also introduced new digital products and services, such as a mobile banking app and a digital wallet, to improve the customer experience.

The transformation has resulted in significant improvements for BBVA. The bank has seen an increase in customer satisfaction and loyalty, as well as improved employee engagement. The bank has also been recognised for its innovative approach, winning awards for its mobile banking app and other digital initiatives.

BBVA's business transformation demonstrates the importance of embracing new technologies, adopting an agile mindset, and putting the customer at the center of the organisation.

Do We Need a Consulting Firm to Help With Business Transformation?

The decision to hire a big consulting firm or an independent consultant for business transformation ultimately depends on your organisation's specific needs, budget, and resources.

Big consulting firms often have a wealth of resources and expertise, with large teams that can tackle complex projects and a wide range of experience across various industries. However, their services can come at a premium cost and may not be feasible for smaller organisations.

Independent consultants, on the other hand, typically offer a more personalised and customised approach, with more affordable rates and the ability to provide more direct access to senior-level expertise. They may also have a more flexible approach to project management and can often be more adaptable to changes and unexpected challenges.

Business transformation consultants employed by big firms will typically put their own firm's interests ahead of yours, whereas an independent consultant isn't burdened by a boss, which means they can always act in your best interests rather than those of their employer.

Ultimately, the choice of whether to hire a big consulting firm or an independent consultant should be based on a careful evaluation of your organisation's needs, resources, and budget, as well as a review of the consultant's relevant experience and track record of success.

Business Transformation Management Course

If you want to equip yourself with the expertise required to orchestrate business transformation the BTM² Business Transformation Management course will help you.

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Top 10 International Business Negotiation Case Studies

International business negotiation case studies offer insights to business negotiators who face challenges in the realm of cross-cultural business negotiation..

By PON Staff — on March 26th, 2024 / International Negotiation

If you engage in international negotiation , you can improve your odds of success by learning from these 10 well-known international business negotiation case studies:

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• Apple’s Apology in China

When Apple CEO Timothy D. Cook apologized to Apple customers in China for problems arising from Apple’s warranty policy, he promised to rectify the issue. In a negotiation research study, Professor William W. Maddux of INSEAD and his colleagues compared reactions to apologies in the United States and in Japan. They discovered that in “collectivist cultures” such as China and Japan, apologies can be particularly effective in repairing broken trust, regardless of whether the person apologizing is to blame. This may be especially true in a cross-cultural business negotiation such as this one.

• Bangladesh Factory-Safety Agreements

In this negotiation case study, an eight-story factory collapsed in Bangladesh, killing an estimated 1,129 people, most of whom were low-wage garment workers manufacturing goods for foreign retailers. Following the tragedy, companies that outsourced their garment production faced public pressure to improve conditions for foreign workers. Labor unions focused their efforts on persuading Swedish “cheap chic” giant H&M to take the lead on safety improvements. This negotiation case study highlights the pros and cons of all-inclusive, diffuse agreements versus targeted, specific agreements.

• The Microsoft-Nokia Deal

Microsoft made the surprising announcement that it was purchasing Finnish mobile handset maker Nokia for $7.2 billion, a merger aimed at building Microsoft’s mobile and smartphone offerings. The merger faced even more complexity after the ink dried on the contract—namely, the challenges of integrating employees from different cultures. International business negotiation case studies such as this one underscore the difficulties that companies face when attempting to negotiate two different identities.

• The Cyprus Crisis

With the economy of the tiny Mediterranean island nation Cyprus near collapse, the International Monetary Fund (IMF), European Central Bank (ECB), and the European Commission teamed up to offer a 10-billion-euro bailout package contingent on Cyprus provisioning a substantial amount of the money through a one-time tax on ordinary Cypriot bank depositors. The move proved extremely unpopular in Cyprus and protests resulted. The nation’s president was left scrambling for a backup plan. The lesson from international business negotiation case studies such as this? Sometimes the best deal you can get may be better than no deal at all.

• Dissent in the European Union

The European Union (EU) held a summit to address the coordination of economic activities and policies among EU member states. German resistance to such a global deal was strong, and pessimism about a unified EU banking system ran high as a result of the EU financial crisis. The conflict reflects the difficulty of forging  multiparty agreements  during times of stress and crisis.

• North and South Korea Talks Collapse

Negotiations between North Korea and South Korea were supposed to begin in Seoul aimed at lessening tensions between the divided nations. It would have been the highest government dialogue between the two nations in years. Just before negotiations were due to start, however, North Korea complained that it was insulted that the lead negotiator from the South wasn’t higher in status. The conflict escalated, and North Korea ultimately withdrew from the talks. The case highlights the importance of pride and power perceptions in international negotiations.

• Canceled Talks for the U.S. and Russia

Then-U.S. president Barack Obama canceled a scheduled summit with Russian President Vladimir Putin, citing a lack of progress on a variety of negotiations. The announcement came on the heels of Russia’s decision to grant temporary asylum to former National Security Agency contractor Edward Snowden, who made confidential data on American surveillance programs public. From international business negotiation case studies such as this, we can learn strategic reasons for  breaking off ties , if only temporarily, with a counterpart.

• The East China Sea Dispute

In recent years, several nations, including China and Japan, have laid claim to a chain of islands in the East China Sea. China’s creation of an “air defense” zone over the islands led to an international dispute with Japan. International negotiators seeking to resolve complex disputes may gain valuable advice from this negotiation case study, which involves issues of international law as well as perceptions of relative strength or weakness in negotiations.

• An International Deal with Syria

When then-U.S. Secretary of State John Kerry and his Russian counterpart, Sergey Lavrov, announced a deal to prevent the United States from entering the Syrian War, it was contingent on Syrian President Bashar al-Assad’s promise to dismantle his nation’s chemical weapons. Like other real-life negotiation case studies, this one highlights the value of expanding our focus in negotiation.

• A Nuclear Deal with Iran

When the United States and five other world powers announced an interim agreement to temporarily freeze Iran’s nuclear program, the six-month accord, which eventually led to a full-scale agreement in 2015, was designed to give international negotiators time to negotiate a more comprehensive pact that would remove the threat of Iran producing nuclear weapons. As Iranian President Hassan Rouhani insisted that Iran had a sovereign right to enrich uranium, the United States rejected Iran’s claim to having a “right to enrich” but agreed to allow Iran to continue to enrich at a low level, a concession that allowed a deal to emerge.

What international business negotiation case studies in the news have you learned from in recent years?

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Main article content, creating the difference: making shared experience meaningful at the workplace, abigail o. mensah, alex y. adom, joan-ark m. agyapong, anastasia n. a.kumi-korsah.

The conjecture made in this paper is that an organizational network can advance positive dialogue to make ends meet in successful enterprise. Proponents of this assumption argue that a group of individuals from the same entrepreneurship can champion organization. They propound that the diffusion of technology can be effective through mediation by an accredited agent such as a knowledge community that possesses the ability to monitor measure and evaluate the required performance and detail trace information referencing accepted standards and procedures. The agreement can be used to create the competitive advantage successfully. Using the theory of situated cognition and international development assignment to create successful human rights practices as case study, the paper examine how in-situ observations could be used to draw data which can be analyzed to understand situated cognition and how it can be applied to build the capability required for organization to interact effectively with its environment. The study concluded that human rights organizations are better position to become more successful if they partner with the local community in co-constructing a shared human rights vision.

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