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The purpose of this study is to use design thinking principles to understand the failure of the ‘new’ European Super League, and also understand how it could be redesigned.

This case has been developed from secondary sources, including news reports, social media sites, annual reports and websites of the Union of European Football Associations and the European football clubs. This case was classroom-tested with post-graduate management students in a design thinking course in May 2021 at an Indian business school, S.P. Jain Institute of Management & Research, in Mumbai, India.

In April 2021, a new football league – the European Super League, is announced as a breakaway rebel league, in direct competition with United European Footballers Association's Champions League. It is backed by the top 12 European clubs and officials in European football, besides the US investment bank, JP Morgan. The new league is touted as one intended to save football. It is, however, denounced by fans and shunned almost universally. The league, which has been planned for the past three and half years, faces collapse. Why did the European Super League fail? How could the founders design a new league?

This case could be used in an undergraduate or MBA classroom or an executive education programme in a design thinking course. It can also be used to teach marketing courses such as marketing strategy, new product development and consumer behaviour.

In January 2008, Citi and Merrill Lynch are trying to steer their ships back to calm waters. The new CEOs, Vikram Pandit (Citi) and John Thain (Merrill), have been at the helm of their companies for less than three months. This case focuses on their steps to counteract the massive losses resulting from their firms' investments in subprime-mortgage structures. What actions have these leaders taken thus far and what actions should they consider going forward? See also “Warren E. Buffett, 2008” (UVA-F-1550).

Paula Hendricks, Director of Marketing for Rapid Reel Lawn Master Company (RRLMC), tasked with developing a plan to exploit the current trend in lawn mower purchasing patterns must craft a strategic proposal for the executive planning committee. RRLMC, a manufacturer of reel mowers, experienced an increase in sales due to a confluence of factors: high gasoline prices, increased concern with the environment, the trend toward smaller yards and a focus on health and exercise. Paula needed to develop a plan for the company to sustain the bonanza and determine whether this trend offered new opportunities for marketing.

The data for the case were collected through examination of a major reel lawn mower manufacturer in the USA, through experience teaching and using the market segmentation process, as well as personal interviews and secondary research on the history of firms within the industry. The results of a literature review have been incorporated to flesh out the discussion.

This case is targeted primarily at undergraduate students in upper-level marketing classes, e.g., Relationship Marketing, Marketing Management and Strategic Marketing. Additionally, it can be used in management classes (e.g. Strategic Management) where industry segmentation is discussed. It would also benefit introductory MBA marketing courses as this case directs students’ attention to the role of products’ perceived benefits and how markets may be segmented in order to assess and select prime segments of the market for targeting.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?

Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, costconscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand - (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?