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Markus Kreutzer
Title
Prof. Dr.
Last Name
Kreutzer
First name
Markus
Email
markus.kreutzer@unisg.ch
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1 - 5 of 5
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PublicationAlliance Governance at Klarna: Managing and Controlling Risks of an Alliance PortfolioThe case study object is the Swedish Internet start-up, Klarna, and its partnership-business model design and governance. Klarna provides payment solutions that increase sales for collaborating merchants in the e-commerce sector. Their invoice and installment payment services are an alternative for shoppers who do not want to pay via other services, such as credit cards, PayPalTM, or advance payment. Invoice payments are perceived as safe and simple to use and thus increase sales for merchants. Klarna's growth story represents very successful partner management. Klarna's great success primarily builds on its ability to minimize risk through effective alliance governance. This case study illustrates the governance and management of the alliance portfolio of Klarna and the interplay of control, trust, and risk in the interorganizational context. Special attention is given to the interrelation of important governance mechanisms, namely, agreement design, control mechanisms, and trust, and their influence on collaboration risks.Type: case study
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PublicationHelvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic RenewalThis is part A of a two-case series (311-022-1 and 311-023-1). The foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm, is described from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment. It can be used to illustrate the challenges and potential shortcomings in a professional service firm's business model and positioning and to think about adequate initiatives for strategic renewal and change. This case is the first part of a two-case series. Part B describes the process of strategic renewal, that is, the actual events and strategic initiatives undertaken at Helvetic Management ConsultingType: case study
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PublicationHelvetic Management Consulting: Growth and Strategic Renewal: PART B: The Process of Strategic RenewalThis is part B of a two-case series (311-022-1 and 311-023-1).Part A describes the foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment (characterized by changing client demands nd increased competition). This part B describes the process of strategic renewal at Helvetic and shows the actual events. The new managing director initiates three major renewal activities between 2004 and 2007, which he implements in the face of severe internal obstacles and inertial forces. Two additional strategic growth initiatives in 2007 and 2008 are described that should set the stage for future growth of the firm. Taught together, the two parts present material that is highly suitable for stimulating discussion and analysis on the full process of strategic renewal and change in a professional service firm (PSF). Discussion themes include the triggers of strategic renewal, concrete renewal activities and initiatives, challenges, obstacles, inertial forces, and inhibitors in the renewal process, and outcomes of strategic renewal processesType: case study
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PublicationKnowledge Management at Booz & Company: Towards a Culture of Knowledge Sharing & CollaborationAfter its split from Booz Allen Hamilton in July 2008, Booz & Company emerged as a globally operating strategy consulting firm. As a new organization, Booz & Company had to redefine its brand, culture, and values. The new CEO stressed the importance of knowledge management (KM) as part of the firm's competitive strategy to be foremost in foresight and provide essential advantage to clients. Adrienne Crowther, director of knowledge sharing and collaboration, and Tom Stewart, the firm's new chief marketing and knowledge officer, rolled out a new firm-wide KM-system that would act as a differentiator in enabling connections across the firm. The case shows the importance of KM to professional service firms and management consultancies, that depend heavily on knowledge for their existence and growth. It illustrates the process of renewing the KM-system at Booz & Company by describing the triggers, obstacles, and challenges encountered throughout the initiative and the major actions taken to overcome them.Type: case study
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PublicationHerausforderung an das Geschäftsmodell der Beratungsindustrie(Institut für Betriebswirtschaft, 2005)