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1 – 10 of 58Mohanbir Sawhney, Jon Nathanson, Oded Perry, Chad Smith, Sripad Sriram and James Tsai
Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a…
Abstract
Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.
Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions
Combine both qualitative and quantitative data in choosing a targeted segment
Reflect on the strategic and financial considerations in choosing a segment for a new technology product
Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration
Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions
Combine both qualitative and quantitative data in choosing a targeted segment
Reflect on the strategic and financial considerations in choosing a segment for a new technology product
Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration
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Erin G. Pleggenkuhle-Miles, Christopher C. Winchester, A. Erin Bass and Thomas West
The theoretical basis for this case is a focus on strategic positioning as related to Porter’s Generic Strategies. The case accounts Roku’s journey in facing additional…
Abstract
Theoretical basis
The theoretical basis for this case is a focus on strategic positioning as related to Porter’s Generic Strategies. The case accounts Roku’s journey in facing additional competition, highlighting the competitive dynamics at play. The case requires students to consider how Roku might revise its generic strategy based on the new competitive landscape in which it operates.
Research methodology
In writing this case, the research team used secondary research that was informed by interviews with Roku users. Resources such as IBIS World, MergentOnline, academic journals, trade magazines and websites were used to inform and verify information.
Case overview/synopsis
As the market disruptor of how media was consumed, Roku had been connecting customers, publishes and advertisers with its unique capabilities for over 10 years. With the belief that all TV content should be available through streaming, Roku had forever changed the traditional model of how media was distributed and consumed. By capitalizing on the previously untapped economic opportunity of TV streaming platforms, Roku had made itself the premier streaming broadcast service for users, content publishers and advertisers. The company was now faced with the difficult task of finding the best ways to keep innovation high and continue to grow.
Complexity academic level
This case could be taught at either the graduate or undergraduate level strategy course. At the undergraduate level, it would be best taught in a strategy course, when discussing industry life cycle or vertical integration. At the graduate level, MBAs could discuss the competitive dynamics and hypercompetition within the industry.
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Alice M. Tybout and Julie Hennessy
In 1999 TiVo was preparing to launch its digital video recorder (DVR) in the United States. The company's goal was ambitious: it hoped to revolutionize how Americans watched…
Abstract
In 1999 TiVo was preparing to launch its digital video recorder (DVR) in the United States. The company's goal was ambitious: it hoped to revolutionize how Americans watched television and to become a central player in the emerging interactive TV industry.
Although it had a technological advantage, TiVo faced one competitor (ReplayTV) and potential entrants such as Microsoft, so its success was far from guaranteed. Evidence suggested a bright future for the company, however; the concept had attracted $240 million in venture capital, and market research indicated a uniquely high level of consumer interest.
TiVo needed to capture the first-mover advantage and build its sales and brand as quickly as possible to support the company's IPO, which was planned to take place within eighteen to twenty-four months. TiVo's positioning at launch would play a key role in determining its success.
After analyzing and discussing the case, students should be able to:
Use analogies appropriately to forecast demand
Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product
Develop multiple frames of reference and discuss the merits of each
Develop multiple points of difference and discuss the merits of each
Develop multiple positioning statements and discuss the merits of each
Use analogies appropriately to forecast demand
Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product
Develop multiple frames of reference and discuss the merits of each
Develop multiple points of difference and discuss the merits of each
Develop multiple positioning statements and discuss the merits of each
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Anshul Mathur and Raj K. Kovid
This case study outlined the strategic and organizational issues faced by an entrepreneurial firm operating in an emerging economy. While the traditional view is “more for more”…
Abstract
Learning outcomes
This case study outlined the strategic and organizational issues faced by an entrepreneurial firm operating in an emerging economy. While the traditional view is “more for more” and “less for less” with respect to quality and price, the medical devices sector demands “more for less” in an emerging economy such as India, i.e. the market demands quality products at affordable prices. This case was written to equip students with the knowledge of how entrepreneurs can overcome certain barriers and use technology to recognize and exploit an opportunity, using the Indian health-care industry as an example. The key learning outcomes for the case include the following:
• Entrepreneurs define their own market, come up with innovations and create a completely new market with suitable customer value proposition.
• Entrepreneurial opportunity recognition comes from being prepared, having prior knowledge of customers and the market and having a strong network.
• An entrepreneurial preference for error of omission or commission is the determining factor when deciding whether to exploit a recognized opportunity or not.
• Entrepreneurs exploit an opportunity by giving special emphasis on their entry and risk reduction strategy.
• A technology-based product with a combination of services that will create its own product ecosystem with data is the primary goal.
Case overview/synopsis
The Indian health-care sector is one of the largest sectors in India and incorporates the medical devices sector, and the heart monitor segment especially represents a huge untapped opportunity. India has the highest number of deaths because of heart disease in the world, yet there is no mechanism for affordable heart monitoring, which results in large number of deaths. As existing products are either B2B or unaffordable, there is an opportunity to leverage technology to come up with cgiq products similar to blood pressure and sugar monitors. However, there are certain challenges unique to the market and product. The case described how two young entrepreneurs founded a company called Agatsa and overcame certain challenges to create a credit card-sized ECG device and the importance of building an ecosystem in a new market. Some specific issues that the case posed included the following: will it be possible for Agatsa to come up with an ecosystem to monitor heart functioning and will that be accepted by the stakeholders in an emerging market such as India? Should Agatsa have a product-driven strategy or a data-driven strategy? Will Agatsa be able to find the right business model to create and capture value?
Complexity academic level
MBA in courses such as entrepreneurship development, new venture creation and entrepreneurship in emerging markets.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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Focuses on a simple question: should Zimmer develop a gender-specific artificial knee? The decision is complicated because while the idea seems to make sense, there is little…
Abstract
Focuses on a simple question: should Zimmer develop a gender-specific artificial knee? The decision is complicated because while the idea seems to make sense, there is little clinical evidence that a gender-specific knee produces superior patient outcomes, and orthopedic surgeons are likely to be skeptical of the innovation.
To teach new product strategy and growth strategy, and introduce students to the medical device industry.
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Suresh Malodia and Anand Kumar Jaiswal
GE Healthcare was on a continuous lookout for investing into new and innovative super value products for the Bottom of the Pyramid markets in India. After launching its first…
Abstract
GE Healthcare was on a continuous lookout for investing into new and innovative super value products for the Bottom of the Pyramid markets in India. After launching its first successful super value ECG machine Mac 400, GE had recently launched its twenty-fifth super value product a PET CT machine. Serving the BOP markets has its own unique challenges that may be different for each product that is placed in the market. However, GE has so far successfully sailed through all the challenges and developed a steep learning curve about BOP markets. However, it is now facing the challenge of ensuring sustainability of product pipeline. The company is also keen to exploit the opportunities for reverse innovation that super value products have provided. The company also wants to assess the disruptive impact of these products in domestic medical device markets as well as markets outside India.
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Mohanbir Sawhney, Brian Buenneke, Lisa Jackson, Lisa Kulick, Nancy Kulick, Evan Norton, Erica Post and Ran Rotem
John Williams, senior director of marketing for Microsoft's .NET, was trying to build the .NET brand, a comprehensive family of next-generation connectivity software products…
Abstract
John Williams, senior director of marketing for Microsoft's .NET, was trying to build the .NET brand, a comprehensive family of next-generation connectivity software products. Highlights the challenges of branding and positioning a complex technology offering. The first challenge facing Microsoft was to develop a common definition of .NET, which had been in flux over the prior two years. The second challenge was to choose between an umbrella branding strategy, a sub-branding strategy, and an ingredient branding strategy. The third challenge was to create a value proposition that would appeal to three very different target audiences: business decision makers, IT professionals, and developers.
To analyze the branding and positioning of a complex new technology offering: by defining a new product offering for public understanding and comprehension; evaluating brand strategies for optimal effect, considering possible hurdles to implementation of each strategy; and developing a value proposition attractive to differing audiences.
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Neal J. Roese and Evan Meagher
On April 4, 2013, a video game website reported that the next-generation Xbox console—due to be released by Microsoft the following month—would require an always-on Internet…
Abstract
On April 4, 2013, a video game website reported that the next-generation Xbox console—due to be released by Microsoft the following month—would require an always-on Internet connection in order to operate. The new version of the SimCity game that had been released earlier that year with an always-on requirement had been a disaster. Hardcore gamers reacted negatively to the news.
When the Xbox One console was officially revealed on May 21, Microsoft effectively confirmed that it would require an always-on connection for validating digital rights. Predictably, gamers reacted negatively, a response that was exacerbated when Microsoft's president of the interactive entertainment business, Don Mattrick, made dismissive statements about their concerns
After reading and analyzing the case, students will be able to:
Address the challenge of marketing a product to multiple adjacent but very different customer segments
Understand the need for a unified vision before going to market
Develop a strategy that addresses the complexity of a world in which the company may no longer own the “loudest voice in the room”
Address the challenge of marketing a product to multiple adjacent but very different customer segments
Understand the need for a unified vision before going to market
Develop a strategy that addresses the complexity of a world in which the company may no longer own the “loudest voice in the room”
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William D. Schneper and Colin Martin
Pebble Technology Corporation (Pebble) was an early entrant into the smartwatch industry. Pebble’s Founder, Eric Migicovsky, began thinking about creating a smartwatch in 2008…
Abstract
Synopsis
Pebble Technology Corporation (Pebble) was an early entrant into the smartwatch industry. Pebble’s Founder, Eric Migicovsky, began thinking about creating a smartwatch in 2008 while still an undergraduate engineering student. After selling about 1,500 prototype watches, he was accepted into Silicon Valley’s prestigious Y Combinator business start-up program. Finding it difficult to attract investors, Migicovsky launched a crowdfunding campaign that raised a record-breaking $10.27m on Kickstarter. The case concludes shortly after Apple’s unveiling of its soon-to-be-released Apple Watch. The case provides an opportunity to evaluate Pebble’s various strategic options at the time of Apple’s announcement.
Research methodology
The authors observed over 30 h of video and audio recordings of speeches, interviews and other events involving Pebble’s founder, other Pebble executives, investors and competitors. These recordings are all publicly available. Whenever possible, the authors also reviewed the Twitter feeds, Facebook sites and personal websites of Pebble’s top executives over time. Similarly, the authors followed Pebble’s official website, corporate blog and Kickstarter campaign websites. The authors also drew from numerous media reports. Due to the public nature of the data, no company release is provided nor has any information been disguised in any way.
Relevant courses and levels
The case is designed for both undergraduate and graduate students for courses in strategic management.
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Sahar E-Vahdati, Wan Nordin Wan-Hussin and Oon Hun Ling
This study enables to critique the development of a sustainability strategy brand; integrated reports, sustainability reports, usage of safe internet and online learning skills to…
Abstract
Learning outcomes
This study enables to critique the development of a sustainability strategy brand; integrated reports, sustainability reports, usage of safe internet and online learning skills to reduce inequalities and increase stakeholders’ values.
Case overview/synopsis
Digi Telecommunications (Digi) has been publishing annual sustainability reporting in line with Global Reporting Initiatives since 2009. Albern Murty, Chief Executive Officer (CEO) of Digi, the largest player in the mobile telecommunications industry in Malaysia by the number of subscribers, decided to establish a responsible business brand known as Yellow Heart in 2018 to better serve their stakeholders demand. There was a low stakeholder understanding of Digi’s sustainability efforts and societal impacts. Digi’s Sustainability department aspired to make Yellow Heart the best industry practice for continuous improvements by making Responsible Business commitment one of the main pillars of the company’s strategy and vision. Yellow Heart was linked to Sustainable Development Goals (SDG)10 on reducing inequalities by focusing on Digital Inclusion and Resilience to increase safe access opportunities, provide marginalized communities with opportunities to pursue interests in digital learning pathways and create a more sustainable digital future for all. The case study illustrates the sustainability management at Digi and the planned migration from sustainability reporting to integrated reporting to build trust in the business with all the stakeholders. The case dilemma involves the challenges that Philip Ling Oon Hun, the Head of the Sustainability, faced in deciding the SDGs to focus on and measuring and reporting their outcomes to contribute to the greater good, not only in pure business terms but also to society at large.
Complexity academic level
This case is appropriate for undergraduate or graduate-level programs in Accounting, Corporate Governance and Strategy Implementation.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 1: Accounting and Finance.
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