My Case Studies
I use business case studies in my teaching. Developed with my doctoral students and colleagues, the cases cover strategic alliances and ecosystems, M&A, retail competition, growth and diversification, knowledge management, and strategic renewal. Featured organizations include ALDI, BMW, Commerzbank, Cyreen, Klarna, Renault-Nissan-Mitsubishi, Tesco, Twitter/X, UniCredit, and professional services firms (PSFs).
All cases are available through the Case Centre; selected cases are also included Harvard Business School Case Collection.
The Banking Battle: UniCredit's Unfriendly Attempted Takeover of Commerzbank, and the Power Play Among Milan, Frankfurt, and Berlin
co-authored with Steffen Wagner
This case examines UniCredit’s contested attempt to acquire Commerzbank and the competing interests of the acquirer, target, and German government. Students evaluate hostile takeover dynamics, potential synergies and integration risks, stakeholder reactions, and the government’s dual role as shareholder and policymaker.
From Germany to the World: ALDI’s Product Diversification and International Expansion
co-authored with Erik Benin
ALDI has grown from a small German grocer into an international retail group that has expanded across markets, formats, products, and services. This case study examines how diversification and local adaptation can promote growth while maintaining the company’s distinctive low-cost model.
ALDI’s Playbook for Retail Success
co-authored with Erik Benin
ALDI’s global success is based on its disciplined, low-cost model and operational efficiency. This case study examines how the retailer can sustain growth while responding to changing customer expectations, digitalization, demands for sustainability, regulations, and intense competition.
Push and Pull: The Twitter Takeover
co-authored with Marius Weber
This case study examines the first year of Twitter under Elon Musk’s ownership following his acquisition of the platform. The case study examines the dynamics of the takeover, the rapid organizational restructuring that followed, the reactions of stakeholders, the change in leadership, and the strategic implications of rebranding Twitter as X.
The Renault-Nissan-Mitsubishi Strategic Alliance: Past Accomplishments and Future Challenges
co-authored with Valentin Pfeffer
Founded in 1999 and later expanded to include Mitsubishi, the Renault-Nissan alliance became one of the most enduring partnerships in the automotive industry. This case study examines the alliance's governance, resilience, technological disruption, and the challenges of sustaining collaboration among competing global firms.
Enemies with Benefits: Daimler and BMW's Mobility Ecosystem 'YOUR NOW'
co-authored with Pia Kerstin Neudert
BMW and Daimler joined forces to create YOUR NOW, a venture combining their mobility services, including car sharing, ride-hailing, parking, charging, and more. This case study examines ecosystem design and the challenges that arise when competitors combine complementary resources while their individual ventures continue to compete.
Overcoming Adversity: How Cyreen Evolved by Connecting Ad-impressions with Purchase in Offline Retailing
co-authored with Marius Weber
Cyreen developed technology that links in-store advertising impressions with offline purchases. The case follows the startup’s setbacks, business-model adaptations, and ecosystem-building efforts, showing how a young firm can create and scale a data-driven platform across markets.
Alliance Governance at Klarna: Managing and Controlling Risks of an Alliance Portfolio
co-authored with Felix Meissner
Klarna’s original business model, which is based on partnerships, depends on managing a broad portfolio of alliances. This case study examines how contracts, control mechanisms, trust, and risk management interact, as well as how effective alliance governance can support rapid growth.
Knowledge Management at Booz & Company: Toward a Culture of Knowledge Sharing & Collaboration
Following its separation from Booz Allen Hamilton, Booz & Company had to establish a new identity, culture, and approach to sharing expertise. This case study examines knowledge management as a strategic capability and the organizational changes necessary to promote collaboration within a professional services firm.
Helvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic Renewal
Part A traces the growth of a Swiss management consultancy and the strategic misfit that emerged following a market downturn. Students diagnose weaknesses in the company's positioning, governance, ownership, and business model, and identify the need for renewal.
Helvetic Management Consulting: Growth and Strategic Renewal: Part B: The Process of Strategic Renewal
Part B follows the new managing director as he implements strategic renewal and growth initiatives despite internal resistance and organizational inertia. Together with Part A, it facilitates discussion of renewal triggers, implementation challenges, and outcomes.
Opportunities and Risks After Market Deregulation: The Case of Germany’s Long-distance Travel Market
co-authored with Marc Hummel
Germany’s deregulation of long-distance bus travel transformed a market that had long been dominated by Deutsche Bahn. This study compares the responses of incumbent and new market entrants, focusing on business model adaptation, market entry, competitive timing, and the risk of cannibalization.
Tesco versus Sainsbury’s: Growth Strategies and Corporate Competitiveness 1990-2015
co-authored with Nepomuk Schessl
This case study compares the growth trajectories of Tesco and Sainsbury's from 1990 to 2015. It explores their international expansion, diversification, and store format choices, as well as changing consumer behavior and the competitive responses that enabled Tesco to surpass its rival and later lose ground to it.