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Module 1: Strategy, Organization and Human Resources Management Author: Dr.

Birgit Hilberger Case Study B: Fast track

Content A General rules B Case Study Fast Track B.1 Deliverables B.2 Text and data Case Study

A General rules 1. This case study is one element of the exam of the course Module 1: Strategy, Organization and Human Resources Management, counting for 40% of the final mark. 2. For requirements and rules for this Case Study please refer to the documents 0_Introduction_f and Working on case study_16.10.2012_f (both documents are available in Moodle). 3. The Case Study has to be worked out by group work; each group has to elect a group speaker as interface to the lecturer. 4. Questions regarding Case Study can be addressed by group speaker to the lecturer either during class on December 18, 2012 and/or by E-mail until December 21,2012. Lecturer will give answers latest by December 28, 2012. For fairness reasons please keep in mind that only questions regarding better understanding of the Case Study and not regarding possible approaches or solutions will be answered. 5. Please keep in mind that for information not provided in this document the group has to conduct own research and/or make assumptions (incl. argumentation for assumptions). 6. The final report (and if possible the presentation) have to be submitted until January 21, 2013, 4pm via E-mail by group speaker to the lecturer. In case of not submitting in time, the entire group work failed for all group members.

Case_6_B, Winter 2012/2013

Lecturer: Dr. Birgit Hilberger

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Module 1: Strategy, Organization and Human Resources Management Author: Dr. Birgit Hilberger Case Study B: Fast track

B Case Study Fast track B.1 Deliverables 1. Provide a comprehensive market analysis (industry, relevant market segments) with appropriate market coverage for Fast track, including key drivers, outlook, major players in the relevant market segment(s) and competitive situation as well as customer structure. 2. Give a structured description about the actual situation of the company Fast track. 3. Provide an actual and comprehensive SWOT-profile of Fast track. You have to make use of at least two different types of analyses both for internal and external analyses. Explain the choice of tools / analyses. Value chain has to be delivered. 4. Derive general strategies with a systematic approach for Fast track. Develop the breakdown to corporate and / or business as well as to relevant functional strategies for Fast track (here: market related). Include descriptions of interfaces and interdependencies. 5. Give a description and analysis of the actual organization and organizational problems to be solved, both from strategic and from organizational perspective, including HR issues. Include all relevant hierarchical levels. 6. Develop different organizational options as possible solutions incl. description and evaluation of these options. Include all relevant hierarchical levels. 7. Give recommendations and reasons regarding positioning and strategy(ies) for the next five years for Fast track, incl. resources, organizational models incl. if necessary transition/interim models 8. Develop an appropriate implementation plan for eventually required strategic and organizational changes incl. change management approach, keeping in mind cultural and organizational behavior aspects.

Case_6_B, Winter 2012/2013

Lecturer: Dr. Birgit Hilberger

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Module 1: Strategy, Organization and Human Resources Management Author: Dr. Birgit Hilberger Case Study B: Fast track

B.2 Text and data Case Study Fast track The situation The company Fast track is a major global player in the transportation industry with European origin. The service range covers air freight, ocean freight and logistics (road, rail, logistics services). The transportation industry showed in the last decade in growing markets a tremendous change of terms and conditions: freight becomes commodity, specialization and customer / industry services become more and more important for differentiation and survival in the market with high cost pressure and need for stiff cost management. The business activities of Fast track are primarily regionally oriented and in addition subdivided into the business segments Air Freight, Ocean Freight and Logistics (road, rail, logistics services). Following the global organizational structure top down from Head Quarters (Holding company) the focus of the company seems to be implemented; coming down to Regional Centers (Europe) and especially to the country organization in Germany, there are several question marks to be made. Since Management both in Center Europe and Germany agree on these question marks they decide to go through a reorganization in order to improve the organizational efficiency and effectiveness to meet the markets challenges. In addition the Management takes the opportunity to review the strategic approach for the German market. The results of an organizational audit provides some more details Weak position of the head office in Germany, especially lack of enforcement of leadership Europe Center sometimes leads the german regions directly (bypass) Structure of German organization in general is not transparent Branches act very independently Lack of organizational efficiency and effectiveness resulting in non-realizing synergies within the organization Market approach seems to be chaotic

In addition it is obvious that not only structural changes but also processual changes have to be implemented.

Case_6_B, Winter 2012/2013

Lecturer: Dr. Birgit Hilberger

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Module 1: Strategy, Organization and Human Resources Management Author: Dr. Birgit Hilberger Case Study B: Fast track

The challenge The Management of Europe and Germany has to decide about strategic and organizational changes that improve the actual situation as soon as possible. At the same time key people, especially key managers have to be kept in the organization due to closed customer relationships. Their final proposal has to be presented to the Management Board of Fast track.

Case_6_B, Winter 2012/2013

Lecturer: Dr. Birgit Hilberger

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