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    Case Study

    NetGuardians: Beating fraud from the inside

    By Carlos Cordon and Teresa Ferreiro Vilarino
    13 pages
    September 2016
    Order this case study
    Reference: IMD-7-1819

    After developing powerful software, young entrepreneurs Raffael Maio and Joël Winteregg, founded NetGuardians in 2007. Their initial idea was to help companies improve security. (i) Over time, the two entrepreneurs improved their technology and decided to focus on defeating and preventing fraud in banking, where there was a gap in the market. In 2014 around $67 billion was lost due to banking fraud, 70% of it committed by employees inside the company. In 2015 the company was named a Gartner Cool Vendor, a worldwide industry recognition for companies that offer technologies or solutions that are innovative, impactful and intriguing. (ii) In the nine years since they had founded their company, Joël and Raffael had raised $6 billion in two rounds of funding. The company employed around 30 people in R&D offices in Kenya, Singapore and Poland. It had customers in Africa, the Middle East and Europe, and was breaking ground in Asia. (iii) Now it was time for NetGuardians to tackle some important strategic decisions: Should the company expand to other markets? Should it expand its product offering? Or should it focus on growing its customer base? (iv) Whatever the decision, it would lead to a change in business model that would have a significant impact on the company.

    Learning Objective
    • To show how companies can extract their learning from small data and subsequently implement that knowledge using big data.
    • To introduce participants to different ways of handling data using a variety of software tools (structured vs. non structured data).
    • To describe the evolution of a start-up, from its beginnings until it faces important strategic decisions in order to develop further.
    Keywords
    Finance, Fraud, Big Data, Start-up, Business Model, Strategy
    Settings
    Europe, Switzerland
    NetGuardians, Finance and Insurance, Manufacturing, Technology
    2007-2016
    Type
    Field Research
    Copyright
    © 2016
    Available Languages
    English, Chinese
    Related material
    Teaching note, Video
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    Copyright ©2024
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    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
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    Case reference: IMD-7-2619 ©2024
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    Reference IMD-7-2619
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
    Contact

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    Case reference: IMD-7-2620 ©2024
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    Reference IMD-7-2620
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
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    Strategy
    Browse all topics
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    Case Study
    Overcoming adversity through innovation – Daikin at 100 (A): Leadership lessons

    This case study examines the remarkable evolution of Daikin Industries, a company that demonstrated resilience and innovation over nearly a century. Founded in 1924 by Akira Yamada in Osaka, Japan, Daikin originally focused on manufacturing aircra...

    Global Business Strategy
    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-7-2618, © 2024
    Read more
    Busting the myth of flashy innovation
    By Joep de Caluwé
    in I by IMD
    Summary
    Learn why flashy innovation often fails and how a strategic, fact-based approach can drive real innovation success in corporate environments. Insights from industry experts.
    Read more
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

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    By Joep de Caluwé
    in I by IMD 9 December 2024
    Summary
    Learn why flashy innovation often fails and how a strategic, fact-based approach can drive real innovation success in corporate environments. Insights from industry experts. In this final article in a series of three articles, Joep De Caluwé (EMB...
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