過去分析型的個案，多以平鋪直敘的方式來呈現企業問題、分析的過程與解決方案，使沒有管理經驗的學生無法體會管理理論應用在實務上的意義，而有實務經驗的學生則無法理解教科書上的理論內涵，在理論和實務無法結合的情況下，個案教學往往變的事倍功半。
從2005年開始，哈佛大學商學院積極在亞洲推動個案教學，哈佛個案和傳統的個案撰寫不同的是，哈佛個案可幫助學生透過個案的故事內容學習到管理的內涵與理論在實務中被應用的情境，學生也可藉由課前的閱讀、分組與課堂討論，體驗到管理決策的制定與分析過程。
本個案為品牌延伸與接班人計畫的實例，個案描述現今KTM總經理Carol，憑著先前貿易工作所累積的人脈與熟悉腳踏車產業的背景，成功將原先瀕臨倒閉的KTM轉型為歐洲腳踏車產業的領導者，之後加入亮眼外型的轉變，又讓KTM營運更上一層樓。
近年來Carol持續思考可以增加的產品項目，包括切入電動腳踏車、購買旅館等，期望能藉此增加KTM的產品線與改變消費者對於KTM產品的認知。但在電動腳踏車的開發，卻遇到成本超過預期的狀況，且，因為關鍵零組件的問題差點無法順利上市。而在KTM旅館也存在環湖路線安全性不足的問題。
不只於此，Carol認為自己的年紀到了思考退居第二線的時間，開始培養接班人的準備，Carol認為KTM的品質好是因為企業文化所致，接班人應該要從內部來尋找，只是最佳人選的年紀也過大，台灣地區的負責人則因為個人因素無法接班，此時Carol想到自己的女兒，只要經過訓練，應該是個好的人選？
本論文包含個案內容和教師手冊兩部分，透過本論文可讓讀者了解領導理論、品牌管理、接班人、商業模式等概念，進而在日後碰到相同狀況時，能知道應對的方式。

In the past, most analytical case studies have presented business problems, analytical process and solutions in a rather straightforward way. Students whom lack managerial experience are unable to realize the application of management theories in actual practice and students with actual managerial experience are unable to understand the connotation in textbook theories. When theory and actual practice is unable to integrate, case study lessons often become ineffective.

Starting from 2005, Harvard Business School has aggressively promoted case study lessons in Asia. Harvard case study differs from traditional case study in that Harvard case study helps students understand the connotations of management and the application of theories in actual practice through the contents of the case study. Students are able to experience the establishment and analytical process of management decisions through pre-class reviews and group discussions.

This case study is an actual example of brand extension and successor program. The case study describes how Carol, the present general manager of KTM, applies her personal connections accumulated in the trade job and familiarity with the background of bicycle industry to successfully turn the nearly bankruptcy KTM into the leader in European bicycle industry. Later, added a stunning appearance transformation which brought KTM’s operation into a higher level.

In these years, Carol continuously ponders the possibility of adding new product items, including electronic bicycles, purchasing hotels, etc… Hoping to increase KTM’s product lines and changing consumer’s perception with KTM’s products. However, the development of electronic bicycle was faced with the situation that prime cost was higher than expected. Even more, the product was nearly unable to launch to the market due to problems with some key components. KTM’s hotel was faced with the problem of lack of security with circular lake route.

Not only that, Carol feels that she has reached the age of relegating to the second line and started the preparation of successor program plan. Carol believes that KTM’s high quality is due to the whole business culture and successor should be promoted internally, but age of the optimum candidate was too old and the managing director in Taiwan area was unable to take the role due to personal reasons. At this time, Carol thought that maybe her daughter would be a good candidate after thorough training?

There are two parts in the case study including the case study content itself and the teacher’s manual. The reader is able to understand concepts of leadership theory, brand management, successor and business model. The reader will know how to deal with similar situations when aroused in the future.

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