Case Study Shell
Case Study Shell: | 23-31.43.212 Case Study Shell |
Lehrende | Prof. Dr. Dirk Ulrich Gilbert; Stefanie Remmer |
Veranstaltungsart | Vorlesung |
Kommentare/Inhalte: |
This course is offered in the context of the program “Master of International Business and Sustainability” in cooperation with the energy company Royal Dutch Shell to provide students with insights on the practical aspects of strategic management. In the course, students will work on a case study in cooperation with Shell that they will then present to Shell management representatives. In the case study, students will develop future strategies for Shell and implications for it’s business model. Some background on this year’s case study: You will take the imaginary role of a team of Shell employees, which pitches ideas to a group of Shell executives for a new business model in the company’s fuel card business (euroshell). Shell operates the fuel card business successfully for the segment of truck fleet operators ("Commercial Road Transport"), e.g. freight forwarders. However, Shell’s customers are currently faced with the question of how they can decarbonize their transport service offerings. Often this is associated with higher costs. Your task is to develop a business model that helps Shell's customers to generate higher revenues and successfully decarbonize their business. In doing so, consider why and how the customers are seeking to decarbonize as well as what solutions Shell might already have to offer, e.g. green hydrogen. Include a concrete example to illustrate your business model ideas to the executives. You can expect the executives to challenge you on the details of your proposal. So, prepare yourself to justify your choices. |
Lernziel: |
Against this background, the following learning objectives shall be reached among others:
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Vorgehen: |
The course is taught in English. All class work will be prepared and handed in in groups. The kick-off meeting and formation of groups will take place on Thursday, 21 October, 2021, 2 pm – 6 pm. During the kick-off meeting, Shell representatives will present the company Royal Dutch Shell and the assignment of the case study. There will be sufficient room for discussions and questions. The supervisors of the Chair for Business Ethics and Management will provide all relevant administrative information and introduce the students to helpful methods for handling the case. Students will be divided into three to four groups. Furthermore, students will obtain general information as to the group work and expected content of the case study presentation and the paper. The kick-off will be followed by a phase during which students will prepare both an oral presentation of their case study results and a paper. Both, presentation and paper, are prepared jointly as a group. Students will have the opportunity to have a phone call with Shell representatives once during this period to ask open questions. In addition, supervisors will offer an optional session in which groups can ask questions concerning the methodology. This session will take place via Zoom. The exact date for the method feedback and the Zoom meeting will be coordinated directly between the supervisors and their groups. Before the presentation day, the students have to submit a presentation draft to their supervisors and are expected to consider the supervisor’s feedback for the finalization of their presentation. Students will present the results of the case study and discuss these with representatives of Shell management during the presentation day that takes place on Friday, 17 December 2021, 9am – 5 pm. Students will then have time to prepare their papers under consideration of the feedback from the presentation day. The paper needs to be handed in by 16 March 2022 at the latest. |
Literatur |
De Wit, Bob (2020): Strategy – An International Perspective, 7st ed., Hampshire. Whittington, Richard/ Regnér, Patrick/ Angwin, Duncan/ Johnson, Gerry/ Scholes, Kevan/ Evans, Jason/ Kerridge, Clive (2020). Exploring strategy, 12th ed. Pearson. Osterwalder, Alexander/ Pigneur, Yves (2010): Business model generation: a handbook for visionaries, game changers, and challengers. Wiley&Sons. Kreikebaum, Hartmut/Gilbert, Dirk Ulrich/Behnam, Michael (2018): Strategisches Management, 8th ed., Stuttgart – Berlin – Cologne. Kutschker, Michael / Schmid, Stefan, (2011): Internationales Management, 7th ed., Munich. |
Zusätzliche Hinweise zu Prüfungen |
Participants must fulfill the following requirements in order to successfully complete the course:
The final grade is composed as follows: paper 50%; presentation 50%. |