Over the course of three years, Maersk Line improved its Net Promoter Score (NPS) by an impressive 40 points, resulting in a 10% increase in shipping volumes. Even more remarkable, this growth occurred during a global shipping decline. 

But can other companies replicate Maersk’s success? Or are case studies like this more cautionary tales than roadmaps?

We explore the value of case studies in business, particularly how they can be used to highlight the application of concepts and theories in real-world situations. 

The Power and Pitfalls of Case Studies

Case studies are powerful. People love stories, and case studies tap into this by offering relatable and engaging narratives that illustrate both challenges and solutions. For businesses, they’re a great way to demonstrate bona fides to clients and showcase what can be achieved through strategic change.

However, case studies have their pitfalls, too. Maersk’s results were exceptional, but not every company is positioned to follow the same path. 

In the Maersk example, the company was at a unique juncture—facing market pressures and a history of mergers that led to a decline in Customer Experience. Their leadership was open to new ideas, and they had the right project manager in place to lead a global CX transformation.

The pitfall is many companies believe they are the same and will get the same results because they too are having a problem in Customer Experience. However, the specifics of one company’s success may not translate to another unless the conditions, challenges, and resources are aligned.

In this episode, we discuss why case studies are best used for inspiration and education, not as one-size-fits-all solutions. It’s crucial to extract the underlying principles—like customer focus and strategic leadership—rather than overgeneralizing from one company's experience.

In this episode, we also explore:

• The origins of using case studies as a teaching tool in business schools.

• How benchmarks are created and why they can be risky when generalized.

• The role of mental models in simplifying business decision-making.

• Risk aversion in organizations and the desire for examples to follow.

• The "silver bullet" mentality and why people seek easy solutions.

• The dangers of using case studies as the sole resource for business strategy.