Cases

Facing changing consumer behavior and shifting industry conditions, Rafael Valdivieso, President of Parque del Sendero, one of largest networks of cemeteries in Chile, considers repositioning his products to appeal to a broader swath of Chilean customers to fuel growth and a more profitable business model. In the post-COVID-19 pandemic era, he realized that consumers’ attitudes and beliefs about death were changing: while sales had hit record highs during the pandemic and had made people more aware of the proximity of death, it also contributed to changing how people perceived death—reshaping long-held traditions and leading to the questioning of its meaning. Valdivieso was clear that he needed to find new avenues for growth. But where would they come from? Should Sendero deepen ties with its existing customers, attract new segments, tap into the newly emerging demand for cremation, or reimagine the funeral experience altogether?

As his team analyzes ethnographic data collected from consumers, they debate the meaning of death, how the death care industry caters to people’s needs and desires, and how the tangible aspects of the company’s products delivered value to their customers. Market segmentation data provides insights into possible target markets for the company’s existing products – and suggests new product innovations to fuel growth.

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In May 2023, the product leadership team of the LEGO Group convenes at its headquarters in Billund, Denmark, for the annual portfolio meeting. Led by Julia Goldin, Chief Product and Marketing Officer, who aims to outline the strategic agenda for the next four years. Under her leadership, LEGO has undergone significant transformation, driving growth through innovations in product strategy and development. Key initiatives include introducing new portfolio and development frameworks, reshaping organizational culture, refining the LEGO Product Development process, and leveraging the Creative Play Lab for research and discovery. The team has also ventured into service-oriented and circular business models, gaming, and the metaverse. Meanwhile it must contend with the financial challenge of moving from plastic bricks to renewable and recycled materials.

The team is confronted with pressing questions: How to prioritize among ambitious sustainability and inclusion goals? Which emerging technologies—such as AI, VR, and the metaverse—should guide their investments? Is the organization equipped to scale these innovations and achieve profitable growth? Balancing demands for reinvention with LEGO’s legacy as a global force for ‘learning through play’, Julia and her team embark on a journey to reshape the future of the iconic brand.

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Holcim, a global leader in sustainable building solutions, has embarked on a bold decarbonization strategy to revolutionize the construction industry. This case examines its innovative practices, including partnerships with startups, digital transformation and product innovation, to tackle climate change and achieve net-zero targets by 2050. The case explores how Holcim balances local autonomy of its country subsidiaries with its global strategic goals to lead the transformation to sustainability.

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The company El Arte Cristiano and the broader religious imagery sector have gone through the classic stages of an economic and industrial cycle: emergence, growth, and decline. In the second decade of the 21st century, the company’s manager, Mr. Pep Oliveras i Coll, launched a series of initiatives aimed at revitalizing sales. One of these initiatives involved strengthening the company’s online sales channel—an increasingly common challenge for many businesses today. Despite the rise of social media around 2004, highly traditional sectors like religious imagery had yet to incorporate these tools into their commercial strategies.

The case is set in Olot, Girona, recognized as a Zona de Interés Artesanal (ZIA, or Craft Interest Area) for religious imagery under Decree 252/2000 of the Generalitat of Catalonia. Since its inception, the religious imagery market has been a unique niche, making it an interesting subject of study not only for its business dynamics but also for its more “transcendental” dimensions—for instance, its connection with indulgence practices. It also features broader microeconomic characteristics commonly found in artisanal industries.

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Companies typically possess deep knowledge of their own operations, processes, and value chains. However, they often lack expertise in carbon credit markets. When faced with emissions that are difficult to abate, they may struggle to identify the most suitable carbon credits to offset their environmental footprint.

This case outlines the challenge of greenhouse gas (GHG) emissions, introduces the fundamentals of carbon trading, and focuses specifically on how the voluntary carbon market operates. The narrative follows Noah Haverkamp, an executive responsible for purchasing voluntary carbon credits to meet the company’s climate-neutrality targets. After identifying three reputable providers in the voluntary market—ClimatePartner, Carbon by Indigo, and Climeworks—Haverkamp invites them to a business meeting where each organization presents its proposal. The aim of this meeting is to determine which carbon credits best align with the company’s offsetting strategy.

During the case discussion, participants first assume the role of sales representatives from each of the three carbon-credit companies and later adopt the perspective of the CEO, who must decide from which provider to purchase the credits.

This case study offers students an opportunity to become familiar with carbon trading markets and to explore various approaches to addressing CO₂ emissions and their impact on the climate. 

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Companies possess a deep understanding of their operations, processes, and value chain. However, they often lack knowledge about carbon credit markets. When faced with challenging emissions to abate, they may encounter difficulties in choosing the appropriate carbon credits for offsetting their footprint.

The case describes the GHG emission problem, introduces carbon trading, and focuses on the voluntary carbon credit market. The case follows Noah Haverkamp, a manager tasked with procuring voluntary carbon credits to fulfil the company’s carbon-neutral objectives. Haverkamp has selected three reputable candidates in the voluntary carbon credit market: ClimatePartner, Carbon by Indigo, and Climeworks. To determine which carbon credits to purchase, he has invited the three companies to a sales meeting where they will present their offerings.

During the case discussion, participants initially assume the roles of sales managers from each of the three carbon credit trading companies. Later, they transition into the role of the CEO tasked with deciding which company to purchase carbon credits from.

This case study provides students with an opportunity to get to know carbon trading markets and to discuss the different approaches to dealing with CO2 emission problems and their climate impact.

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