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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Webraska is a young, high-tech wireless company, which is left drifting in the wake of the troubled telecom industry in early 2001. It faces important strategy choices and must decide whether and how to adapt its business and revenue models in an uncertain market. Iwona Bancerek, Beatrix Biren and Professor Christoph Zott guide you through one of the first-ever cases written on wireless business in Europe, covering issues of business model adaptation and in the process, giving insight into the complex wireless value chain and telematics business.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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The Internet revolution burst on the scene, bringing new industries and overhauling existing ones. With the stock market euphoria of 1999 and early 2000, it seemed these tech-oriented firms could do no wrong. In fact, in 2000, despite the reservations of certain analysts who downgraded the stock of Nortel and Cisco, their share prices continued to rise. But with the arrival of the stock market downturn, even an industry with as bright a future as optical networking was not immune. How did such a promising industry see its fortunes reveres with such alacrity? Dr. Marie Carpenter and Professor William Lazonick pose some important questions concerning the growing importance of the role of the stock market in the optical networking industry and provide rich material for debate.

To grow a new fiber-optics business at Internet speed, the Canadian giant gave up manufacturing and turned its vendors into strategic partners.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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From state-regulated monopoly to pan-Asian powerhouse, the Singaporean telecom SingTel has come a long way. In this two-part case study, Research Fellow Sarah Meegan and Professor Peter Williamson focus on SingTel's mobile operations, asking you to consider the firm's history, its acquisition of Optus, and the challenges it faces in managing its network of partnerships and executing its regional strategy.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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MobilCom has an ear for its business - the reselling of mobile phones - and its sharp senses have also picked up on a diversification opportunity in Germany. Should this young, successful company plunge into the action, or is the deal too much to handle too fast? In their case studies, Erol Ali Dervis and Professor Laurence Capron explain how this company handled those questions.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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The Internet: wow, what a great concept! And wouldn't it be even better if you could access it from your mobile phone? Kouiji Ohboshi, chairman of the Japanese telephone giant, NTT DoCoMo, thought so. But back in the early days of 1999, it seemed that few others agreed. In this story of a contrarian business leader, Professors W. Chan Kim, Renée Mauborgne and Ben M. Bensaou, along with Yasushi Shiina, INSEAD MBA '00, explain how Ohboshi stood back and questioned the future direction of the mobile phone industry while many others, busy rolling around in the euphoria of the mobile phone success, never bothered to look ahead.

This case is particularly appropriate in an MBA strategy course or executive education program focused on value innovation and winning business ideas.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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To overcome sales growth problems in the US, California-based, venture capital-backed start-up Whistle Communications looks at developing a number of strategic partnerships in Asia. While the product (the first Internet appliance for small-to-medium size businesses) attracts interest from numerous high-profile companies, Whistle must weigh the short-term gains against its long-term goals. Professor Ha Hoang and Michel Darnaud explain more in this new Case Study series.

In this inside look at a process re-engineering program, Charles R. Lee, the chairman and C.E.O. of the GTE Corporation, describes the radical changes being made at the company's Telephone Operations unit in anticipation of open competition in the telecommunications industry. In an accompanying piece, re-engineering guru Michael Hammer provides his expert view on GTE's progress.

Note: Older EBF articles are not currently online. I'm not sure if this is temporary or permanent. If you click you will be taken to the Archive.org site to find an archived copy.

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With slow growth in its core European market, mobile phone giant Vodafone must focus its attention on emerging countries and new data services.

Telenor has experimented for years with ways to spread best practice between its foreign subsidiaries. Will its new knowledge sharing model work better than the old one?

In a new market, you need to secure a foothold. World domination can come later.