Karolin Frankenberger
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Prof. Dr.
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Frankenberger
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Karolin
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karolin.frankenberger@unisg.ch
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+41 71 224 2701
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karofrankenberger

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  • Publication
    Novartis (A): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Claudio Feser
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723443-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723443-PDF-ENG?Ntt=
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117583
  • Publication
    Novartis (B): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Claudio Feser
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723444-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723444-PDF-ENG?Ntt=
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117584
  • Publication
    Novartis (C): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Feser Claudio
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723445-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723445-PDF-ENG?Ntt=novartis%20(c)
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117766
  • Publication
    On
    ( 2023)
    Ramon Casadesus-masanell
    ;
    Karolin Frankenberger
    ;
    Sascha Mader
    Founded in 2010, in just one decade, the Swiss company On had established itself as a main player in global sports footwear and apparel. Based on an unconventional strategy which one of the founders labeled as "obsessively distinct," On grew its sales with a compound annual growth rate of more than 75% between 2013 and 2021, and went public in 2021. In 2022, On was on the verge of launching a revolutionary new subscription-based service that exclusively provided customers with the Cloudneo, a fully recyclable performance running shoe. Designed as a circular business model, Cyclon would deviate from On's proven growth strategy and would contradict the dominant logic of how running shoes were consumed. On had to decide whether or not to implement the subscription-based business model as envisioned.
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117767
  • Publication
    Klöckner & Co SE - Evaluating digital transformation (Teaching Case)
    (University of St. Gallen, 2021)
    Mader, Sascha
    ;
    Frankenberger, Karolin
    Gisbert Rühl, the Chief Executive Officer of Klöckner & Co, one of the world’s largest producer-independent steel and metal distributors, led the company through a decade- long transformation process from antiquated steel distributer to digital pioneer. The transformation of KCO included the creation of the venture XOM Materials, a business- to-business materials trading platform, with the vision of becoming ‘the Amazon of the steel trade’. However, despite the company’s grand efforts at digitalization, no significant performance impact is visible as of May 2021. Revenues and profits went down, and the share price dropped by 20%, from 13.49 EUR on 2nd November 2009 to 10.91 EUR on 12th May 2021. The case opens in May 2021 after the annual meeting. Following his stepdown as CEO, Rühl asks: Was the digital transformation of KCO under his leadership a success? For whom (e.g., stakeholders), if at all, did the decade-long transformation create value?
    Type: case study
    Issue: 321-0308-1
    URL: http://casecent.re/p/179725
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/111157
  • Publication
    Type: case study
    Issue: 321-0308-8
    URL: http://casecent.re/p/179726
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/111158
  • Publication
    CEWE: Business Model Innovation - When Disruptive Technologies Hit You
    (The Case Center, 2015)
    Frankenberger, Karolin
    ;
    Gassmann, Oliver
    ;
    Sauer, Roman
    ;
    Lee, Jae Yong
    ;
    Meister, Christoph
    This case documents the history of the photography market, with special focus on the European photography leader CEWE, with a parallel narration on Kodak and Fujifilm, two giants who have written history in the photography market. The case starts with a very brief history of photography itself, with the twofold goal of explaining how CEWE, Kodak and Fujifilm have risen and putting the reader into perspective, since just like a collective amnesia, a surprising portion of students, especially among the younger generation, do not know or remember how photography used to be like before the digital era. Then, the case goes deeper into the early years of CEWE to explain its creation, former business model and historical accounts on how it thrived in its environment until 1996. When digital technology was finally matured well enough to hit the end consumer market, the case simultaneously and chronologically accounts how the three companies have reacted to the market change. While Fujifilm diversified its business and Kodak stubbornly insisted on saving the film photography business, the case describes in detail how CEWE decided to create an entrepreneurial spin-off entirely dedicated for the digital market, then how and when it resolved to reintegrate the spin-off, and how it continuously brought business model innovations. The case concludes with open questions to how CEWE should continue, facing new threats such as smartphones and tablet computers. The teaching notes are supplemented by videos which include answers of the company's CTO (Dr. Reiner Fageth, central figure in the case) to the teaching questions.
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107088
  • Publication
    Holcim: Paving the Way Towards Radically New Business Models
    (The Case Center, 2015)
    Gassmann, Oliver
    ;
    Frankenberger, Karolin
    ;
    Csik, Michaela
    ;
    Sauer, Roman
    ;
    Lee, Jae Yong
    This case documents the multiplication of a business model from Holcim Canada to the emerging market Indonesia. More precisely, the case tells the story of how a fast repair solution for concrete road damages was replicated in Indonesia. The case starts with a brief overview of the Indonesian context explaining the challenges of the notoriously bad road conditions in the country. The case then puts the reader into the perspective of Derek, Director of the Aggregates and Construction Materials Business Unit at Holcim, who initiated the multiplication project which resulted in the SpeedCrete(TM) solution that could solve Indonesian infrastructure problems. The case goes deeper into the multiplication of the business model from Canada to Indonesia and accounts how Holcim developed and implemented the new business model. It describes in detail how Holcim simultaneously designed the four cornerstones of a business model, namely the 'Who' (1): depicting how Holcim serves a new customer group, the 'What' (2): describing what is offered to the customer, or, put differently, what the customer values, the 'How' (3): demonstrating the way Holcim builds and distributes the value proposition, and the 'Why' (4): revealing why the business model is financially viable. The case presents an integrated portrayal to how these four questions were simultaneously developed and adjusted. The case concludes with teaching notes on how Holcim should continue leveraging the business model of SpeedCrete(TM). Five teaching videos provide first-hand information on the topic of Business Model Innovation at Holcim and support the teacher in making the class a diversified experience.
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/107111
  • Publication
    Druckauftrag fehlt
    (manager magazin Verlagsgesellschaft mbH, 2014)
    Gassmann, Oliver
    ;
    Frankenberger, Karolin
    Type: case study
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/87705
  • Publication
    Type: case study
    Issue: 302-027-1
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/72004