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1 – 10 of over 1000Raghavan Parthasarthy and C. Gopinath
The competitive landscape of the U.S. domestic airlines dramatically changed when the industry was deregulated in 1978. While airline traffic and revenues grew exponentially…
Abstract
The competitive landscape of the U.S. domestic airlines dramatically changed when the industry was deregulated in 1978. While airline traffic and revenues grew exponentially, aided by unfettered market competition and resulting efficiency, airline profitability had mostly stayed lackluster due to cost pressures, chronic oversupply of seats, and intense price-based rivalry to fill seats. Thirty-two years into deregulation, the major airlines were still searching for the Holy Grail that would defend them against industry threats and deliver sustained profitability. This case describes the evolution of the U.S. domestic airline industry over the years, the cost pressures and revenue uncertainties airlines faced at the beginning of 2010, and the strategic options they were contemplating to effectively deal with these issues. The options ranged from shaping the industry structure to achieving differentiation through service offerings. The exact choices they made would determine their survival and long-term success.
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Juliana Binhote, Valéria Moreira de Pinho, Júlia Gouveia de Melo do Rego Monteiro and Victor M. C. Almeida
Appendixes for the case study, teaching notes with figures and suggested chart plan schema.
Abstract
Supplementary materials
Appendixes for the case study, teaching notes with figures and suggested chart plan schema.
Learning outcomes
Students are expected to learn the use of networks for market growth; types of network connections; and ways to achieve international expansion through networks’ relations.
Case overview/synopsis
This teaching case describes the internationalization of an emerging country artist, the Brazilian singer Anitta, who seeks to expand her audience in foreign markets, while dealing with maintaining the public in her home country.
Complexity academic level
Recommended to International Business disciplines in specialization courses.
Subject code
CSS 5: International Business.
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Brian Vejrum Waehrens and Dmitrij Slepniov
Operations strategy/global operations/value chain.
Abstract
Subject area
Operations strategy/global operations/value chain.
Study level/applicability
BA/Master level – the case can be applied to support operations strategy discussions related to the link between context, configuration and capabilities, and particularly to discuss internationalization strategy and global operations.
Case overview
The case examines how Gabriel, a Danish textile company, transformed itself from being a traditional textile manufacturer to becoming an innovative virtual servi-manufacturer. The case covers the main milestones in Gabriel's recent history, explores the main reasons for the transformation that started in the late 1990s and studies how this transformation towards becoming a virtual servi-manufacturer was dealt with. The case closes with the sections examining the role of innovation activities in the newly transformed company.
Expected learning outcomes
The case is expected to build an understanding of the organisational and operational implications of the journey towards the virtual production company. While the case is broad in its scope, it provides an opportunity to go into details on a number of interrelated topics: operations strategy; global production networks; communication and coordination; interdependencies; and outsourcing and offshoring. The story of Gabriel illustrates a highly successful globalization journey and its underlying dynamics. The case highlights how the operations configuration and the relationships between key parties do not stay constant over time. They rather shift and adapt to internal and external stimuli. The case explores these stimuli in retrospect and describes how the company attempts to reconcile market requirements with its operations configurations and capabilities.
Supplementary materials
Teaching note.
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David Besanko and João Tenreiro Gonçalves
Rede Alta Velocidade, SA (RAVE), the state-owned company responsible for planning and developing a major high-speed rail project in Portugal, must persuade both public officials…
Abstract
Rede Alta Velocidade, SA (RAVE), the state-owned company responsible for planning and developing a major high-speed rail project in Portugal, must persuade both public officials and lenders that the project is worth undertaking. It must also make a recommendation on the appropriate organizational form for the enterprise. Specifically, it must determine the role of the Portuguese government in financing and operating the high-speed rail network, with options ranging from full development and management of the project by the public sector to completely private development and management. Lying in between these two polar cases were a variety of hybrid models, often referred to as public-private partnerships (PPPs). Using data in the case, students have the opportunity to perform a benefit-cost analysis of the project. They also must think carefully about the optimal role of the government in a major new infrastructure project.
After analyzing and discussing the case, students will be able to:
Understand the nature of a global public good
Perform a back-of-the-envelope benefit-cost analysis of polio eradication
Discuss the appropriate strategy for eradicating an infectious disease
Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication
Discuss the role of private organizations in the provision of global public goods
Understand the nature of a global public good
Perform a back-of-the-envelope benefit-cost analysis of polio eradication
Discuss the appropriate strategy for eradicating an infectious disease
Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication
Discuss the role of private organizations in the provision of global public goods
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Dheeraj Sharma and Varsha Verma
Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a…
Abstract
Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a foundation called Livestrong (formerly Louis Armstrong Foundation), to support cancer-survivors, which depended heavily on sponsorships received by Armstrong. Despite his resignation, the foundation was fast losing its sponsorships. Armstrong was trying to find a way to reduce negative publicity and save the foundation.
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HR, strategic alignment, organizational culture and change and organizational theory and design.
Abstract
Subject area
HR, strategic alignment, organizational culture and change and organizational theory and design.
Study level/applicability
Suitable for undergraduate and graduate students taking up advanced courses in HR, Change Management, Organizational Theory and Design.
Case overview
This case spotlights Production Services Network (PSN) Emirates JV and the strengths of its global network. The case raises many important issues related to building a unified culture across a global organization. The case specifically focuses on the significance of sourcing the right talent and training them for the success of PSN's global network.
Expected learning outcomes
This case may be used to teach topics such as leading cultural changes, steps to build a strong organizational culture and the significance of systemic alignment for successful strategy execution.
Supplementary materials
A teaching note is available on request.
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Olivier Pierre Roche, Thomas J. Calo, Frank Shipper and Adria Scharf
This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski…
Abstract
Research methodology
This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.
Case overview/synopsis
Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”
Complexity academic level
Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.
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Sarit Markovich and Charlotte Snyder
The Kenyan government’s announcement of a new 10 percent tax in March 2013 threatened the future prospects of M-Pesa, Safaricom’s mobile money transfer service, which had…
Abstract
The Kenyan government’s announcement of a new 10 percent tax in March 2013 threatened the future prospects of M-Pesa, Safaricom’s mobile money transfer service, which had revolutionized the way money moved in Kenya. The new tax would be levied on all cash transfers but was largely targeted at M-Pesa, which controlled around 80 percent of the cash transfer market. In response to the new tax, Safaricom, the mobile communications market leader, announced a 10 percent price increase.
The case presents the structure Safaricom established in order to develop a mobile money transfer service in Kenya. As a concept, M-Pesa was unprecedented in Kenya: prospective customers had to get comfortable with the idea that a mobile communications company could provide a payment system, that transactions could be initiated through a mobile phone, and that nonbank outlets could provide cash-in/cash-out services. Even when the concept was accepted, however, customers needed a convenient network of agents to handle transactions, and stores needed to see demand from customers in order to be motivated to become agent outlets. Thus, in order to grow, M-Pesa needed to aggressively pursue and acquire both customers and agents in this two-sided market.
Understand the complexity of pricing in two-sided markets
Evaluate the profitability of different pricing strategies in two-sided markets
Understand the effect of an innovation on the creation and capture of value
Identify possible threats to competitive advantage in two-sided markets as well as in developing countries
Understand the value of co-opetition and how cooperation with competitors and complementors can increase a company’s profitability
Understand the complexity of pricing in two-sided markets
Evaluate the profitability of different pricing strategies in two-sided markets
Understand the effect of an innovation on the creation and capture of value
Identify possible threats to competitive advantage in two-sided markets as well as in developing countries
Understand the value of co-opetition and how cooperation with competitors and complementors can increase a company’s profitability
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Mikael Sondergaard and William Naumes
The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand…
Abstract
The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to the matrix form of management structure employed by the parent ABB. His direct line manager in charge of the global product line wants the move to take place. He has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done. The ABB Transformers (A) case can be used separately, or in conjunction with the (B) case.
The (B) case follows up on the (A) case. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. At a meeting of the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager, the discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now responsible for European operations, remains quiet during the discussions. He later notes that this is a relatively small decision in the context of European operations. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, and on the problems of operating within a matrix structure. The (B) case should be used in combination with the (A) case.
Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Abstract
Subject area
Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Study level/applicability
Master's courses: Entrepreneurship, Strategic management.
Case overview
In 2002, potential risks deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing business, AS realized that current practices could spark future public discussion that might put pressure on AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso, started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions to improve their social and ecological performance. Sometime later, other major players in the publishing sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to participate in the design of the new voluntary sustainability initiative called “Tikhvin Chalna project”, the second phase of which was accomplished by the end of 2006.
Expected learning outcomes
Learn that organizations (specifically high-brand owners) are responsible for practices within their entire supply chains (social as well as environmental performance).
Explore proactive corporate sustainability, CSR strategies are market but also institutional driven; Strategizing involves forming and transforming the rules, norms and standard models of customers as well as institutions such as NGOs or governmental bodies. Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on its resources and capabilities as well as on its network position. The case supports students in understanding resources being used to successfully transform or create institutional arrangements.
Discover that the value of a business' relationships and its network position.
Supplementary materials
Teaching note, Video files
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