Case Studies on Strategy

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Nokia Global Market Share40%; US Market Share 10%:

Competitive StrategiesIn 2008, Nokia, the global leader in mobilehandset manufacturing faced difficulties incapturing a sizeable market share in theUS. Nokias profit margins reduced yearafter year in US since 2004. One oftencited reason was its unwillingness tocustomise according to the preferences ofthe markets there. As the UStelecommunication industry is one of theworlds biggest telecommunicationmarkets, Nokia had to establish itself inthis market to retain its global No.1position. The case study outlines the UStelecommunication industry structure andthe obstacles Nokia faced in finding afoothold in this marketplace. It hasgrabbed a 40% global market share; but inthe US it has been able to rake it up to just10%. What possible steps should Nokiatake to capture a sizeable portion of USmarket share? What challenges does itface? What prevents it from having aformidable market position in the US?Should it, succumbing to the marketpressures (realities!), decide to customiseits business model? What are theconsequences if it does? For a company,which adopted a standardised business modelacross the world, what would be theconsequences of altering it?

Pedagogical Objectives

To understand the evolution of mobilephones and the revolutionary trends inthe mobile handset industry

To analyse the telecommunicationindustrys standards and their impact onthe industry and handset manufacturers

To analyse the structure of the UStelecommunication industry and itsrelevance for handset manufacturers

To identify the reasons for Nokiasfailure in the US telecommunicationindustry and to debate on its strategicresponse.

Industry Mobile TelecommunicationsReference No. COM0172Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Nokia, Mobile Phones, Five Forces,Business Model, iPhone, 3G, Motorola,Value Chain, Convergence

SunTzus The Art of War: IndustryAnalysis Excercise (B)

This is a set of 102 Multiple ChoiceQuestions (MCQs) based on Sun Tzus TheArt of War book. Designed primarily toensure that the students have read the book,this can be used as an evaluation tool forthis exercise.

Industry Not ApplicableReference No. COM0171Year of Pub. 2009Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Leadership, Military, The Art of War,RMAS, Henry Fayol, Sandhurst, Strategy,Sun Tzu, Warfare, Culture, Wars, Crisis,HRM, Marketing, Drucker

Sun Tzus The Art of War: IndustryAnalysis Exercise (A)

Sun Tzus The Art of War, written 2,500years ago holds powerful lessons forrunning businesses, managing people,honing leadership abilities, motivating theemployees, preparing for a battle, etc. Ifthe book is used in a highly structured wayto underscore the underpinnings of pricelesswisdom contained throughout the book,the derived learning would be highlyenriching. No doubt, the books principlescan be applied across all the functionalareas of management may it bemanufacturing/production, marketing,finance, HR or any other dimension ofmanaging a company. Most interestinglyand effectively, the books powerfullessons can be related to Strategy course,especially for analysing industries. Whenthis book is used for analysing an industry,along with the other established industryanalysis tools and techniques, the studentswould have definitely widened theirhorizons. To that end, this note provideshow competition shapes up the strategymaking, an overview of Sun Tzus The Artof War and how to go about integratingthis book with industry analysis exercise.A set of 100 MCQs and two videos (one onIndian Banking Industry and other onIndian Telecom Industry) are also availablealong with this note.

Industry Not ApplicableReference No. COM0170Year of Pub. 2009Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Leadership, Military, The Art of War,RMAS, Henry Fayol, Sandhurst, Strategy,Sun Tzu, Warfare, Culture, Wars, Crisis,HRM, Marketing, Drucker

Indias Subhiksha Aping Wal-Marts EDLP Strategy?

Subhiksha, a popular Indian retailer is onan expansion mode and hoped to make itspresence felt in all parts of the country bythe end of 2008. As part of its marketingstrategy, Subhiksha adopted Wal-Martspopular EDLP pricing strategy. ThoughSubhiksha did not aspire to compete withthe conventional retailers like Nilgiris orSpencers Daily; it hoped to create a nichemarket with its discount model. Subhiksharelied heavily on organised retailing andeconomies of scale. Would an EDLPstrategy suit the Indian retail scenario?


To comprehend the trends in the Indianretail industry

To analyse the rationale behind theEDLP strategy of Subhiksha

To study the challenges of a low pricingmodel in the competitive Indian retailsector.

Industry Retail IndustryReference No. COM0169CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian Retailing Industry; CompetitiveStrategies Case Studies; Global Retailingindustry; Subhiksha; Customer Behaviour;EDLP Strategy; Wal-Marts EDLP strategy

Hershey vs Mars: The CandyStore War

Hershey and Mars had been rivals in thechocolate industry for decades, and hadshown no signs of backing off from theway they had competed so far. The greatestirony was that, Mars and Hershey werepartners in chocolate making way back inthe 1930s. And when they split, it was saidthat, Mars vowed to replace Hershey asthe number one chocolate maker in theUS. But till 2006, Hershey had been goingin full throttle and held the top position inthe US market. Though Hershey was onthe top, it faced new threats when its shareprice came down, the sales declined, andMars started taking them head-on in theretail front too. So is the vow that wastaken decades back getting fulfilled and willMars overtake Hershey in 2007?


To discuss how the trend of healthconsciousness affects the chocolateindustry

What strategies Hershey should adoptto counter competition from Mars

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Discuss rivalry and competition of Pepsiand Coke or of companies in otherindustries

The newest trends in chocolate retailing.

Industry Confectionery IndustryReference No. COM0168BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Business Rivalry; US Chocolate Industry;Competitive Strategies Case Study;Chocolate Retailing; Gourmet Chocolates;M&M World; Health and WellnessProducts; Hershey; Mars

Airbus 350 vs Boeing 787 Battlefor the Skies

Over the decades, Airbus and Boeing, thetwo major players have been at loggerheadsfor aircraft orders. This case details theintensity of the rivalry between the twocompanies by elucidating facts and figuresof a new aircraft being developed from eachof their stables. Boeings 787 Dreamlinerbeing designed with new compositematerial is meant to set industry standards.As according to the company, this aircraftwould help airliners save fuel costs. Theaircraft is also intended to be tons lighterthan other models. Airbus, on the otherside, with its A350 XWB intends to offerthe airline market with the largest aircraftit has produced till date. Post, Paris AirShow and the Dubai Air Show held in 2007,A350 claims to give a stiff competition to787. Boeing plans to deliver its Dreamlinerby 2008, and Airbus by 2013. Boeing with5 years of advantage, and confirmed orders,industry observers inquire, if Airbus wouldbeat the time advantage or bank on thestrength of the A350, or better still use thetime to their advantage and modify theaircraft to being user friendly.


To understand competition existing in aduopoly market

To understand demand and supply ofaircrafts in the aviation industry

To analyse the competitive strategiesdeployed by Airbus and Boeing and thepossible threats from various newentrants to their duopoly

To analyse whether the competitionbetween Airbus and Boeing would be ahealthy sign for the aircraftmanufacturing industry or would theylose their market share to the new playersof the industry.

Industry Aircraft IndustrysReference No. COM0167BYear of Pub. 2008

Teaching Note AvailableStruc.Assign. Available

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Airbus 350; Boeing 787; AircraftManufacturing Industry; Airbus Boeing;Dreamliner; A350 XWB; European Union;Subsidies; A330; Competitive Strategies CaseStudy; Bombardier; Commercial Aircraft

The Coffee War: McDonalds vsStarbucks

Companies can stick with their competitiveadvantage, by either satisfying customersneed or else altering them. Firms that shapecustomer needs in new directionsdramatically increase the customer valueproposition and improve business systems a strategy best described as market-driving. Many pioneering companies followthis strategy and are hugely successful. Case(B) discusses how an Indian hotel, The Park a pioneer of boutique hotels in India followed this strategy to create a small butexclusive chain of sleek designer boutiquehotels. In a country accustomed to large,marble-clad hotels, The Parks strategy tocreate the hotel was considered highly riskyand bizarre. But the hotels chairperson,Priya Paul, fought for her idea and hertransformational leadership qualities hasseen the hotel chain create a niche in theboutique hotels segment. The case is a goodillustration of a hotel chain with a market-driving approach that came up withbreakthrough innovations and deeplyreshaped business systems.


To analyse the dynamics of the foodservice industry of the US

To analyse the core competencies ofMcDonalds and Starbucks

To understand the rationale of Starbucksand McDonalds expansion

To highlight the challenges involved inproduct offering enhancements

To discuss how McDonalds andStarbucks would retain their corecompetencies.

Industry Food and BeveragesReference No. COM0166AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Food Service Industry US; Fast FoodIndustry US; Coffee Shops; StarbucksExperience; Convergence; SpecialityCoffee; Howard Schultz; Baristas; BrandDilution; Competitive Strategies CaseStudy; Product Offering Enhancements;Core Competencies; Breakfast Segment

Indian Hotel Industry (B): TheParks Eye for the UnconventionalCompanies can stick with their competitiveadvantage, by either satisfying customersneed or else altering them. Firms that shapecustomer needs in new directionsdramatically increase the customer valueproposition and improve business systems a strategy best described as market-driving. Many pioneering companies followthis strategy and are hugely successful. Case(B) discusses how an Indian hotel, The Park a pioneer of boutique hotels in India followed this strategy to create a small butexclusive chain of sleek designer boutiquehotels. In a country accustomed to large,marble-clad hotels, The Parks strategy tocreate the hotel was considered highly riskyand bizarre. But the hotels chairperson,Priya Paul, fought for her idea and hertransformational leadership qualities hasseen the hotel chain create a niche in theboutique hotels segment. The case is a goodillustration of a hotel chain with a market-driving approach that came up withbreakthrough innovations and deeplyreshaped business systems.


To understand the boutique hotel conceptand its uniqueness among the otherformats, and also highlight its successfactors in India

To discuss The Parks positioning, beforeand after Indias economic liberalisation,and analyse the reasons for the hotelsrepositioning

To discuss the framework in creating andimplementing a market-driving culture,to gain a competitive advantage.

Industry Hospitality IndustryReference No. COM0165Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Boutique Hotel Concept in India; PriyaPaul; Apeejay Surrendra Group; MarketDriving Strategy; Target Customers; Valueand Lifestyle Group; RepositioningStrategies; Leadership throughDifferentiation; Innovations in the IndianHotel Industry; Key Success Factors inIndian Boutique Hotel; CompetitiveStrategies Case Study; Indian HotelSegmentation; TransformationalLeadership; Change Management

Dell vs Lenovo: The CompetitiveStrategies in China

Dell entered China, the worlds fastestgrowing PC market, in 1998. Though itwas a late entrant, Dell initially did wellthrough its direct selling business model

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that primarily targeted the industrial andpublic service departments. But this modelleft out the Chinese consumers desire totouch the product before buying it. Eventhe actual growth zones, the third and fourthtier cities, were overlooked. But the sameChinese turf was tamed by a domesticbrand, Lenovo. Its relationship andtransactional business model - coupled witha highly efficient supply chain network -helped Lenovo corner 35% of marketshare, dipping Dells further. So should Dellalter its business model is just one of themany questions discussed in this case.


To discuss critical success factors in theChinese PC market

To understand and contrast the businessmodels of Dell and Lenovo

To analyse the reasons behind Dellsdeclining profits and falling marketshare in China

To discuss Dells choices to gain a marketfoothold in China.

Industry Personal ComputersReference No. COM0164Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Chinese PC Industry; Business Models;Direct Selling Business Model; Relationshipand Transaction Business Model; DenXiaoping; Joint Ventures and Partnerships;Chinese Consumer Behaviour; Acquisitionof IBMs PC Division; Market EntryStrategy; Supply Chain Management;Competitive Strategies Case Study;Developing a Business Strategy for China;Critical Success Factors in Chinese PCindustry; Business Model Comparison;Second Mover Disadvantage; ChallengesFaced by a Foreign Player

Virgin Atlantics Business-Class-only Airline: Emerging Threat to

Niche Air Carriers?In 2007, the open skies pact betweenEurope and US was rapidly changing thecompetitive scenario on transatlanticroutes. The small BCO (business-class-only)carriers like Eos, MAXjet, Silverjet, andLAvion grew significantly creating a nichemarket on the New York-London route.Though all major traditional carriers likeBritish Airways, Virgin Atlantic, UnitedAirlines and American Airlines had well-established business-class services, these newniche players successfully positionedthemselves against these established players.The success of these small niche carriersforced the established carriers includingVirgin Atlantic to re-assess their services

and networks. In June 2007, Virgin Atlanticannounced its plan to start BCO service onvarious transatlantic routes between NewYork and various European destinations.Though Virgin Atlantic held significantcompetitive advantages, the first moveradvantage of these small niche players poseda major challenge to Virgin Atlantic. Howwell Virgin Atlantic can position itself inthis niche market was yet to be seen.


To understand the dynamics of thetransatlantic aviation market

To understand the factors that led tothe emergence of the transatlantic BCOmarket

To analyse the positioning of small nicheplayers and their strategies

To discuss the entry strategies ofestablished players in emerging nichemarkets.

Industry Airline IndustryReference No. COM0163AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

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Transatlantic Aviation Industry;Deregulation; Open Skies Pact;Competitive Advantage; Growth Strategy;Niche Market; Business Travel; VirginAtlantic; Business-Class-Only Services;Brand Positioning; ProductCannibalisation; Market Segmentation;Eos; Competitive Strategies Case Study;MAXjet; Silverjet and LAvion

Piaggio vs Honda: The StrategyLessons

Most companies that rose to become globalleaders, most often, started with limitedresources and capabilities. But they werebent on winning and then sustained thatobsession, termed as strategic intent.Piaggio, the Italian motorcyclemanufacturer, who tasted initial success withthe launch of Vespa motor scooter in1946 faced numerous challenges ahead andwas close to bankruptcy in 2003. Incontrast, Honda, the Japanese automobilemanufacturer, leveraged its initial successof Supercub motorcycle to foray intoautomobile production and achieved thestatus of a global automotive player. ThePiaggio vs Honda case compares thestrategies adopted by both manufacturers,each with a point of uniqueness, in a marketthat required greater flexibility, highcomplexity, quick changes and competitivestrategies. A comparison - of these twocompanies strategy models - reveals thatstrategy is never static and involvescontinuous adjustments.


To understand the strategies used byHonda and Piaggio in their pursuit forglobal leadership

To discuss and analyse the reasons behindthe success of Honda and failure ofPiaggio

To debate why good companies go bad

To understand and discuss the need andimportance of strategy formulation.

Industry AutomobileReference No. COM0162Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Enrico Piaggio; Soichiro Honda; Vespa;Ape; Supercub; US Automobile Industry;Japanese Motorcycle industry; GiovanniAgnelli; Roberto Colaninno; Market EntryStrategy; Restructuring Strategies;Competitive Strategies; Global ExpansionStrategies; Marketing and PromotionalStrategies; Cash on Delivery (COD);Competitive Strategies Case Study;Strategic Intent; Need and importance ofStrategy Formulation

Jack in the Box: Combating theBreakfast War in US

Jack in the Box was the fifth largesthamburger chain in the US. The companyoperated in 2100 locations across the USwith revenues of $2766 million for theyear 2006. But the company had beenovershadowed by rivals like McDonaldsand Burger King, which were far greater insize. The fast food market of US was in aslump after decades of over expansion. Butthe breakfast market was emerging as thesilver lining, accounting for 8% of the $500million in restaurant sales in the US. As aresult, all the major fast food chainscompeted for a share of the breakfastmarket with even speciality coffee chainslike Starbucks joining the fray by offeringdifferent breakfast products. Jack in theBox also decided to defend its share of thebreakfast market and thought ofpromoting its breakfast products, which ithad been serving all day since the last 20years with help of an advertising campaign.As competition among various fast foodchains intensifies with different companiesadopting strategies like menu innovation,advertising and better restaurantexperience, whether a regional chain likeJack in the Box would be able to fight thegoliaths of the fast food market remainsto be seen.


To understand the drivers of the fastfood industry

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To understand the strategies to beadopted to survive in an over crowdedand fragmented fast food market

To discuss the various strategies adoptedby companies in the fast food segmentspecifically the breakfast market

To analyse the strategies adopted by Jackin the Box to survive in the breakfastmarket

To analyse the challenges faced by Jackin the Box and evaluate the future trendsfor the fast food industry.

Industry Fast Food IndustryReference No. COM0161AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Fast Food Industry; Menu Innovation;Advertising; Breakfast Market; BrandReinvention; Demographic Trends;Competitive Strategies Case Study; BrandDifferentiation, Social Networking,McDonalds, Burger King, ReimagedRestaurants, Fast Casual Segment; DriveThrust; Jack In The Box; Healthier FoodOptions

Chinas Retail Industry (C): TheCompetitive Strategies

This is the last case in Chinas retail industryseries. While case (A) looks at thecompetitive landscape of Chinas retailindustry, case (B) helps analyse thecompetitive responses to Chineseconsumer behavior. Case (C) presents a agallery of competitive strategies. Fromwhat has been learnt in cases A and B, Chelps know which company stands a betterchance to carve a niche for itself. What istheir unique advantage? If not, what shouldthey still do - immediately, remotely orforever? If strategy is all about creatingunique advantages, this case is much morethan how companies deploy differentstrategies to become unique. Shouldcompanies enter China with their time-tested business models? Or should they gofor new business practices? How the localplayers (incumbents) adjust their gameplans to the moves of bigger and bettercompetitors (new entrants)? Can both co-exist? Or would they exit with the entry offoreign players? The big picture would behow intensified competition can catapultan industry.


To understand and analyse variouscompetitive strategies of creating uniquepositions in Chinas retail industry

To compare and contrast competitivestrategies of foreign players (the new

entrants) with local players (theincumbents); who is better equipped totap Chinas retailing potential?; canforeign players leverage on theirexperience and learning curves fromother markets?; should they work ontheir strengths or create new ones tooperate in Chinas market?; what arethe strengths of incumbents as well asthe new entrants?

To debate on the co-existence of newentrants and the incumbents; whathappens to the local players as a resultof increased and intensified competitionfrom multi-national retailers?

Industry RetailReference No. COM0160Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Wal-Mart in China; Carrefour in China;Metro AG in China; Tesco PLC in China;Wumart Stores, Inc.; Lianhua SupermarketHoldings Co. Ltd.; Competitive strategiesof retailing companies; Protectionism inChina in retailing; Territorial restrictionsin China; Chinas traditional retail industry;Competitive Strategies Case Study; Chineseretailing in the new era; Profitability inChinese retailing; Sustainability Chineseretailing

Nintendos CompetitiveStrategies in Gaming Console

MarketNintendo Co. Ltd., one of the leadingproducers of video games in the world, isfacing severe competition from Sony andMicrosoft. Nintendos last launch, theGame Cube has failed to make a mark inthe market place. In order to regain itsmarket share in November 2006 thecompany has launched Wii videogameconsole. The case discusses Nintendospositioning, segmentation, pricing,marketing and product launch strategy ofWii. The Case further debates whetherNintendo can sustain the success of Wii ornot.


To analyse the causes for decline ofNintendo in Electronic Gaming ConsoleIndustry

To analyse Nintendos strategy forlaunch of its new console Wii to recovermarket share.

Industry Electronic GamingReference No. COM0159PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Nintendos Decline; Gaming Industry;Strategy to recover market share; Wii;Xbox; Competitive Strategies Case Study;Play station; Nintendo; Game Cube; VideoGames; CEO Satoru Iwata; New productlaunch strategy

Convergence of Media: Impacton Viacoms Entertainment

BusinessViacom, the largest cable network in theUS in terms of revenue in 2004, had itspresence in film production and musicdistribution and popular cable networks likeMTV and BET in its portfolio.

With the digitisation, all media companieswere shifting their focus to new digitalformats, as digital media content could beaccessed on a variety of devices. Viacomalso recognised the importance of digitalmedia convergence, and changed its courseof business to accommodate digital mediaofferings in its services. However, Viacomwas neither the first mover nor the leaderin the field of digital media. It had to facestiff competition from other players ofmedia and entertainment industry.


The case study offers scope to learnabout new media platforms such as DVR,VOD, iPod, Mobile TVs and the Internetas media offering different content

The case deals with the emerging mediaplatforms due to changing customerpreferences

It raises debate as to the possiblestrategic options available to Viacom inthe wake of digital media convergence.

Industry Media and EntertainmentReference No. COM0158AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Viacom Inc; Cable Networks; EntertainmentIndustry; Convergence; Digital Media;Competitive Strategies Case Study; InternetVideo; IPTV; Time Warner; Business

Mattel: Competitive Strategies inthe US

Since 1995 till 2007, the global toy industryhas been experiencing changes like the risein the number of video game players andshift in consumer preferences. Due to theunpredictable shift in the play patterns ofkids, traditional toy manufacturers losingmarket share to video game companies are toiling hard to retain their positions in

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the minds of Gen X kids. During 2003,Mattel Inc., the top player in the US toyindustry realised that its total market shareincluding the market for its flagship brand,Barbie, were under attack from competitorslike MGA, Hasbro, LeapFrog, Jakks andvideo games players. Mattel swiftlyretaliated by chalking out initiatives tocounter the changes in the industrythreatening its market leader position.Mattel broadened its product lines andundertook several other measures, as a resultof which, its revenue increased for fiscal2006. But industry observers are not sure ifMattel would succeed in retaining its industryleader position in the years to come.


To understand Mattels growth strategiesin the US toy industry

To get an insight of the changinglandscape in the global toy industry

To study the competitive threats facedby Mattel

To analyse the strategies chalked out byMattel Inc. to tackle the competition.

Industry Toy IndustryReference No. COM0157BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Barbie; Mattel; Toy Indutry; Video Games;Competition; Hasbro; Age-compression;Fisher-Price; KGOY; Handlers; Leapfrogenterprises; Jakks Pacific; CompetitiveStrategies Case Study; Learning Company;Bratz; Toy Fair

Liz Claiborne: The US ApparelRetailers Three-Ms Strategy

During the mid-2000s, Liz Claiborne, a USapparel retailer, was whacked by thechanging dynamics in the apparel industry.The industry has been undergoing manychanges, due to consolidations amongmajor departmental stores and the storespreferring their own private labels. Thesechanging market trends forced companiesto rethink ways of doing business. As aresult, companies implemented strategiesto expand their brand portfolios and widenthe distribution network across channels.To bring back its lost glory, William L.McComb, Liz Claibornes CEO, initiatedThree-Ms strategy multi-brand, multi-geography and multi-channel. Throughwhich he hopes to win out in the fiercelycompetitive apparel industry.


To analyse the value chain of the apparelcompanies

To understand the impact of traderegulations on the textile and clothingindustry

To discuss the changing dynamics in theapparel industry

To examine the effect of changingconsumer preferences on the apparelcompanies

To discuss the resulting challenges andstrategies of Liz Clairborne.

Industry Womens ClothingReference No. COM0156Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Branded apparel; Quota restrictions; Free-trade agreements; Textile and clothing trade;Multi-Fibre arrangement; Outsourcing;Supply chain of apparel manufacturers;Trends in global apparel industry;Departmental stores; CompetitiveStrategies Case Study; Private labels; Multi-brand; Multi-geography; Multi-channel;William L. McComb; Fashion Trends

Napster Inc.: Singing a New TuneNapster Inc. (Napster) was the first widely-used peer-to-peer (or P2P) music sharingservice on the internet. Its technologyallowed music fans to easily share MP3format song files with each other. Itsservices were popular among internet userswho downloaded copyrighted music.However, between 2002-2005, growingcompetition had led to Napsters salesdecline. To reverse the declining sales andrecapture lost consumers, Napster launchedits free downloading service. The case studydiscusses Napsters strategies to regainmarket share in the online music industry.


Understand the dynamics of online musicindustry.

How Napster became a legendary icon.

Impact of legal controversy on onlinemusic business

Reason for Napster downfall

Analyses the future prospects of Napsterwith reference to the increasingcompetition.

Industry Music SharingReference No. COM0155PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Peer-to-peer (or P2P) music sharingservice; Internet; Mp3; Free downloading

service; Napster; Music industry; Increasingpopularity; Competitors; No. of users;Legal challenges; Recording IndustryAssociation of America; Improvedtechnology; Digital onlineservice;Competitive Strategies Case Study;Expansion; Promotional efforts

Dunkin Donuts CompetitiveStrategies

In 2005, $4.8 billion-Dunkin Donuts(Dunkin) is one of the largest coffee andbaked goods chain in the world serving 2.7million customers every day. With risingcompetition, Dunkin had lost its positionas a market leader which it had enjoyed allthrough the 1990s. In March 2006, Dunkinwas acquired by a consortium of privateequity firms- Capital Partners LLC, TheCarlyle Group and Thomas H. Lee PartnersLP. The new owners outlined an aggressivegrowth strategy for Dunkin includingtripling its size over the next ten years,entering new markets across the countryand expanding the menu offerings beyondbreakfast. The case discusses competitivestrategies adopted by Dunkin to repositionitself and expand into newer markets.


Growth strategies adopted to repositionDunkin, the largest coffee and bakedgoods chain in the world

Business expansion strategies byentering new markets

To discuss the dynamics of the fast foodand beverage industry.

Industry Food & BeverageReference No. COM0154PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

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Doughnuts and coffee; Value for moneysegment; Competition; New owner; Growthstrategy; Competitive Strategies CaseStudy; New markets; Expanding menus;Advertisements; Coffee market; Premiumsegment; Market survey; Change outlookof stores; Expanded market; Onlinepromotion; Product line; GlobalPositioning System; Loyal clientele

Best Buy: Growth throughSegmentation

Best Buy is a $30-billion-a-year consumerelectronics superstore with more than 930outlets across US and Canada. Itswarehouse-style superstores with yellow taglogo offer branded consumer products liketelevisions, DVD players, home audio, caraudio, computers, cameras, music, movies,

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software, games and personal computers.Since the 1990s, Best Buy followed thebigger the better strategy which helped itgrow but with increasing competition thecompany felt the need to consolidate itsposition. This case study discusses BestBuys strategy to overcome competition.


The case evaluates the strategies adoptedby Best Buy, to segment its targetcustomers to overcome the increasingcompetition in the consumer electronicsmarket.

Industry RetailReference No. COM0153PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

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US retail industry; Future shop; MagnoliaAudio vedio; Geek squad; Accenture;Musicland; Customer centricity model;Reward zone; Competitive Strategies CaseStudy; RFID tag; Studio D; Escape; Ask ABlue Shirt programme

ASDA: Competitive Strategy in UKRetail Market

ASDA was the second largest supermarketchain in the United Kingdom (U.K.).Positioned as a value for money store, itsold groceries, apparel, CDs, books, videos,and other household items. ASDA, whichwas taken over by Wal-Mart in 1999, hadused the formula of Every Day Low Prices(EDLP) to gain market share in the Britishretail market. The initiative provedsuccessful for a few years, but stoppedyielding results as competition increased.In 2005, ASDAs sales declined and marketshare fell from 16.7% in 2004 to 16.5% in2005. This case study discusses the strategyadopted by ASDAs to make a turnaround


Changes in retail industry in UK

To analyse the ASDAs Pricing Strategy

To discuss the ASDAs trouble shootinginitiatives.

Industry RetailReference No. COM0152PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Supermarket chain; Wal-Mart; Value formoney; Changing management; Businessmanagement; Business strategies; GregBenneman; Aggressive price; CompetitiveStrategies Case Study; Competitors; Marketshare; Price-rollback strategy; In-store

promotion; Morale boosting; Servicequality; Online selling; Store extension andnew openings

Yahoo vs Google: TheChallenge

With the battle of portals heating up,internet companies Google and Yahoo!(Yahoo) are aggressively vying to becomethe worlds leading internet portalthe sitethat most internet users rely on foreverything, from searching the web tosending e-mail and catching up on the news.By 2005, Yahoo has become much morethan a portal; it is a full-fledged mediacompany. During 2006, Googlesdominance in search continues to give it acommanding lead in Internet advertising.The search engine major maintains itsgrowth momentum through organic andinorganic growth. Yahoo has missed outon acquisitions and setbacks such as thedelay of its search-advertising system, anddecelerating revenue growth are increasingthe pressure on Yahoo. As analystscompared the two internet companies, thecompanies themselves try to outdo eachother in areas such as search, advertisingand products and services. The casecompares the product offerings of the twocompanies, their strength in search andtheir advertising models and revenue. Italso compares their growth strategy.


The case discusses the critical successfactors in the IT industry

The case outlines Yahoo and Googlesgrowth strategy

The case compares their new productlaunches, search engines and advertisingstrategy

The case discusses their future growthprospects.

Industry IT IndustryReference No. COM0151PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Yahoo; Google; Search engines; businessmodels in the IT industry; advertisingstrategy; electronic mail; CompetitiveStrategies Case Study; desktop search; webtraffic; flickr; orkut; business goals; productdesign

Toyotas Success in the US AutoIndustry

The Case study is about business strategiesof the auto company Toyota MotorCorporation in the US market. Toyota is a

Japan based leading automaker worldwidewhich offers a product portfolio includingpassenger cars, sport-utility vehicles(SUVs), minivans and trucks. It alsomanufactures automotive parts,components and accessories.

The case study talks about the dynamics ofthe US auto industry as of 2006-07 andposition of the major players in the USmarket- the US Big 3- General Motors(GM),Ford and DaimlerChrysler.The big three wereexperiencing huge losses by 2006-07 andclosing down some of their USmanufacturing plants and rationalising theirstaff. In contrast, Toyota was flourishing inits business and expanding its operations inthe US .It had become the second largestplayer in the US in 2006. The case studydiscusses Toyotas success in the US marketin two stages: Stage 1: Since entry into theUS market till 2003-04 when it became thesecond largest player in the US and Stage 2:Toyotas strategy to become No .1 from2004 onwards till 2006-07.


To discuss business dynamics of US AutoIndustry

To anlyse the changing trends in the USauto industry

To discuss Toyotas strategy forachieving success in the US automobilemarket.

Industry Automobile IndustryReference No. COM0150PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Toyota; Camry; Corolla; Avensis; Lexus;Tacoma; Tundra; US Auto industry;Toyotas strategy for success; Kaizen; JIT;Lean manufacturing; Global Body Line;Hybrid Vehicles; US youth market; pick uptrucks; Competitive Strategies Case Study;CCC21; Value Innovation (VI)

The Future of Gap IncGap Inc (Gap) is one of the leadinginternational specialty retailers offeringclothing, accessories and personal careproducts for men, women, children and babiesunder the Gap, Banana Republic, Old Navyand Forth & Towne brand names. Paul.Pressler (Pressler) who became Gap IncsCEO in October 2002 has been heralded forhis cost- cutting strategies that have restoredfinancial discipline in the company. Butthere has been a trade-off. Pressler, whohas little retail experience, has not steeredGap toward its customers tastes. Realisinghis mistakes, Pressler has changed hisstrategy in mid 2004 to generate growth.He has revitalized the marketing strategy,

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tied up with renowned designers and increasedthe focus on emerging economies. Will hesucceed in rejuvenating Gap Inc andattracting customers once again?


The case discusses the dynamics of theUS garment industry

The case analyses Gaps repositioningstrategy and its decline

The case debates over Gaps revivalstrategy.

Industry Garment IndustryReference No. COM0149PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Gap; Competitive Strategies Case Study;Banana Republic; old navy; marketingstrategy; repositioning strategy; brandcannibalisation; consumer preference;turnaround strategy; employee exodus;SWOT analysis; merchandise

Southwest vs JetBlue in theChanging Market

Southwest Airlines and JetBlue were twoleading low cost airlines in the US. Bothairlines adopted a similar business strategyto compete against each other in the LCCmarket in the US. However in 2006, thetwo airlines faced increasing cost pressuresdue to high costs, increased competitionand rising fuel prices. The case studydiscusses Southwest Airlines and JetBluesstrategies to overcome cost pressures andcompete against each other buydifferentiating their services.


The case compares the business modelof the two leading companies in the fieldof low cost airlines i.e. Southwest Airlinesand Jet Blue

It evaluates various strategies adoptedby the two companies to gain costcompetitiveness.

Industry Airline IndustryReference No. COM0148PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Southwest airlines; jetBlue; low costairlines; David neeleman; New Air; XMsatellite radio; Embraer; homesourcedreservation system; Airbus A320; hobbyAirport; Morris air; Competitive StrategiesCase Study; Arizona One

Pringles Combating the Launchof Lays Stax

Pringles the global market leader in thepotato crisps category in the US is facinga new threat. In late 2003, Frito Lays haslaunched Lays Staxa variety of potatocrisps that closely resembles Pringles.Though people across the world areaccustomed to the crunchy taste and theunique packaging of Pringles, Frito Lays,is offering an extensive range of flavoursin the potato crisps segment. It also offersunique packaging and competitive pricingand enjoys a huge distribution network.Being a market leader in the potato chipsmarket, Frito Lays is a formidablecompetitor. How can Pringles maintain itsmarket share in the face of stiffcompetition from Frito Lays?

The case can be used to teach competitivestrategy, branding strategy and marketstrategy.


Analyse the snack industry and thechanging trends in the industry

Pringles strategy vis--vis other brands

Relationship between productdifferentiation, brand premium andpricing.

Industry Food & Beverage IndustryReference No. COM0147PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Potato chips; innovative packaging;premium branding; Competitive StrategiesCase Study; pricing strategy; frito lays;impulse purchase; mini brands

Managing Diversity at ToyotaToyota Motor Corporation, a leading automanufacturer has built its reputation forquality on the idea of continuousimprovement and respect for people. In2001, it has launched the Toyota DiversityStrategy, a ten year, multi-billion dollarsustainable commitment to minorityparticipation in Toyota. The strategy isbased on minority participation, equalopportunity and inclusion. It also uses amentoring programming called championprogramme. For Toyota diversity is notjust a social responsibility but a businessimperative. It believes that its strategicdiversity plan reflected well on its businessculture.


HR; Diversity; Quality; Corporateresponsibility; minority participation;

continuous improvement; CompetitiveStrategies Case Study; championprogramme; inclusion; Toyota

Industry Auto IndustryReference No. COM0146PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Nokia Media Master; AMPS/TDMA; 3G;Tetra; WAP; W-CADMA; Nokia E series;Competitive Strategies Case Study;Symbian OS

HMV: Competing in the DigitalWorld

HMV Group plc (HMV) was one of theworlds leading retailers of music, DVD/video, computer games and books in theUK, US and Asia. An increase in the numberof online purchase of CDs and DVDs, arise in digital downloads and stiffercompetition from general supermarketshad an adverse impact on HMVs revenuein 2005. Changes in musical tastes alsoaffected HMVs sales adversely. HMVhoped to improve its profitability byinitiating fresh price cuts and expandingits online product offerings. To reverse thedownfall, HMV introduced variousinitiatives. In late 2006, HMV hadrevamped its online and offline offer, aswell as its pricing, to turn itself around.


Business dynamics of HMV

Impact of changing consumer taste andpreferences

Competition in music industry and itsimpact on HMV

HMVs revitalizing strategies.

Industry Music IndustryReference No. COM0145PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Music retailer; waterstone; his mastersvoice; EMI; Billionconsumers taste;Competitive Strategies Case Study;revitalizing; competitiors; market share;online offering; new pricing andpromotional efforts; cyclic game market;Ottaker; hmv.co.uk; Kiosksandsupermarket

H&M vs Zara: CompetitiveGrowth Strategies

The case compares the competitive growthstrategies of two fast fashion retailers

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S T R A T E G

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H&M and Zara. Swedish retailer H&M hasbeen growing at an average rate of 20%annually in the past two decades. No otherEuropean retailer has expanded so quicklyand so successfully beyond its own borders.At the heart of Zaras success is a verticallyintegrated business model spanning design,just-in-time production, marketing andsales. Inditex and its flagship store Zarahave been growing at a furious pace.

The two European retailers are known fortheir fast fashion had unique businessmodels and growth strategies which haveenabled them to expand quickly andsuccessfully beyond their own borders.With the European markets becomingsaturated, the two companies are lookingfor ways to expand outside Europe andestablish their hegemony in the U.S., inmany ways the worlds most importantmarket.

The case outlines the growth strategy ofthe two companies in the US, emphasizingthe similarities and the differences in theirapproach. H&M has tailored its productstrategy to fit the US market. It has headedfor more upscale malls and busy downtowncenters and decided to open smaller stores.Zara has decided against developing amanufacturing base in the US. However, ithas followed the same business model andproduct strategy that it followed in Europe.Its clothes are however priced higher inthe US than in Europe to take case ofsupply costs.


To compare the growth strategies andbusiness models of fashion retailers H&M and Zara

To understand how these Europeancompanies are trying to expand beyondtheir borders.

Industry Garmnet IndustryReference No. COM0144PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

H&M; Zara; Inditex; fast fashion;Competitive Strategies Case Study; businessmodel; supply chain; management; retailstrategy; pricing; marketing strategy;concept store; shelf life; Spain; Sweden;store chain; expansion strategy

BBCs ChallengeIn 2006, the 4 billion- BritishBroadcasting Corporation (BBC), adominant broadcaster in the UnitedKingdom, operates several public TVchannels, a 24-hour cable news channel,digital channels, national and digital radionetworks, and an online news service. In

2004, the broadcaster is facing morescrutiny than at any other time in itshistory - and is under pressure from allquarters to justify its existence and thelicense fee which primarily funds thecorporation. The BBCs charter is comingup for renewal in 2006 and its future, itsfunding and its role in general, is up fordiscussion and debate. People arequestioning the need for a license fee whichfunds services they either cannot receiveor do not watch. The BBC is also underpressure from the UK government becauseof the 2003 highly public row with thegovernment and also from the media including its commercial rivals.

Its commercial rivals are concerned thatthe BBC is encroaching into their territory.The rapid growth of the BBCs onlineservices together with the launch of digitalradio and television stations has elicitedprotests. Industry observers opine that thecharters review process has to find ananswer to the catch 22 situation. Thecharter renewal is expected to be a battleover how to maintain the benefits of thepublic service broadcaster in a much morecompetitive environment. The BBC hasbeen criticised for making programmes thatare not popular but are worthy, and it hasalso been criticised if it has madeprogrammes which reach millions ofpeople. Aware that the renewal of thecharter will increase the spotlight, the BBChas decided to prepare itself for remainingrelevant in the digital age. Will the outcomeof its digital strategy justify the publicfunding of the BBC?


The case outlines BBCs Royal Charterand traces BBCs growth over the years

It also discusses the challenges being facedby BBC including its splintered audience

The case discusses BBCs strategy toremain relevant in the digital age.

Industry Media and BroadcastingIndustry

Reference No. COM0143PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

BBC; BBCs charter; digital strategy; BBCslicense fee; audience profile; on screenmarketing; broadcaster; public sectorcompanies; debate; channel 4; CompetitiveStrategies Case Study; ITV

Apples Challenges in the MP3Player Market

The case is about challenges faced by Applecomputers in the MP3 players market.Apple which is basically into design,

manufacturing and marketing of personalcomputers (PCs) and related software andservices to begin with, launched its MP3player iPod in 2001. iPod was well receivedby the market and continued to maintainits leadership position. iPod also became asignificant contributor to Apples bottom-line, accounting for 40% of its revenues in2005.

The competitor companies SanDisk,Samsung, Sony, Creative Technology andToshiba largely shared the remainder ofthe portable player market. They tookaims at iPod several times but without muchsuccess. With the lucrative portable MP3music player market growing in size, theseplayers were not wiling to call it a day yet.Despite the intense competition newplayers like Microsoft were keen to enterthe market.

The case discusses the challenges faced byApple iPod amid increasing competitionin the MP3 player market.


The case discusses about the changingbusiness model of Apple Company inthe MP3 market. It evaluates theproduct launching and productpositioning strategies of Apple, and itscompetitive strategies to facecompetition.

Industry Music Player IndustryReference No. COM0142PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Apple ipod MP3 player; evolution of MP3playermarket; Apples entry in the MP3player market; launch of 1st generationipods; launch of online media store iTunes;competitors; Microsoft; SanDisk;Competitive Strategies Case Study; Sony;competing MP3 player; Zune; Sansa;launching of subsequent generations ofiPod by apple; launching of iPod Nano

Home Depot vs B&Q: The Battlefor Chinas Home Improvement

MarketIn 2006, Chinas home improvementmarket was estimated to be worth $50billion, growing at 20% annually. As of2006, various domestic and internationalplayers had a presence in the market. WhileB&Q of UK was the market leader, otherssuch Home Mart, Home Way and OrientHome also had a stronghold. Besides,Home-Depot of the US, the largest retailerof home improvement products in theworld, was planning to enter China soon.In this scenario, analysts felt that themarket was ready for a fierce battle amongvarious retailers. They also debated how

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Chinas home improvement market wouldshape up.

The case gives a brief account of theevolution of home improvement marketin China. It then discusses B&Qs entry,growth strategies and expansion in thecountry. It also talks about Home-Depotsplanned entry and the challenges it wouldface in China.


To understand the emergence and growthof Chinas home improvement market

To assess how B&Q entered China andestablished itself as the largest homeimprovement retailer

To understand how Home Depots entrywould impact Chinas homeimprovement industry in general andB&Q in particular

To discuss who would lead the Chinesehome improvement market HomeDepot or B&Q.

Industry RetailReference No. COM0141KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Home improvement; Chinese homeimprovement market; B&Q; Kingfisher;Home Depot; Chinas retailing scenario;Chinas competitive landscape; Majorplayers; Evolution of home improvementmarket; Competitive Strategies Case Study;IKEA; Home Mart; Orient Home

Europes Grocery Market:Traditional Retailers vs

DiscountersSince early 2000s, discount retailers, whichwere once looked down upon as cheapstores, were rapidly enhancing theirpresence in Europe. Apart from cateringto low income customers, the discounterswere increasingly attracting consumersfrom all income levels. Between 1991 and2005, discount grocery retailers in Europenearly doubled their store count. Also, by2005, discount stores were the fastestexpanding format across Europe. Analystsforecast that discounters would enjoyconsistent growth in the region through2010, gaining significant market share.This made the traditional grocery retailersworry about their future growth. In orderto retain their dominance in the market,the retailers decided to follow Head to Headcombat strategies against the discounters.With both retailers and discountersfighting, analysts wondered how thegrocery market of Europe would shape upin future.

The case deals with how discounters aremaking inroads into the European grocerymarket and the steps taken by themainstream retailers to counter the attack.It also raises a question as to who woulddominate the grocery retailing market ofEurope.


To get an idea of grocery retailing inEurope

To discuss the emergence of discountretailers and how they made inroads intothe European grocery market

To evaluate the steps taken by thetraditional retailers to compete againstdiscounters

To argue who would dominate thegrocery retailing market of Europe.

Industry RetailReference No. COM0140KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Evolution of modern retailing; Groceryretailing in Europe; Discount retailers;Types of discount operators; CompetitiveStrategies Case Study; Leading discountstore operators; Top grocery retailers inEurope; European grocery market size;Market size by geography; Top discountretailers in Europe 2005; Forecast of topgrocery retailers; Convenience store;Hypermarket; Price difference betweenbrands and private labels

Digital TV War: Korea vs JapanThe two Korean companies, LG andSamsung were trying to overtake Sony andthe other Japanese outfits in attainingdigital TV leadership. In 2005, Sony wasthe market leader in the LCD TV segmentand continued this status till 2006. But bythe end of 2006, Samsung wanted to takethe leadership status in LCD, Plasma andrear projection TVs. They had set a targetof selling digital TVs worth $8.8 billion by2006. Whereas LG also aspired to becomeleader in both these product categories by2007. The case deals with the industryoverview of the digital TV segment withthe increasing competition between theJapanese and Korean manufacturers.


To understand the emergence of flatpanel television in the global TVindustry

To understand the dominance of theKorean and the Japanese manufacturersin the Digital TV segment, globally

To discuss the overview of the globaldigital TV market

To assess how the Korean companieslike LG and Samsung were trying toovertake Sony, the Japanese major

To debate whether the Koreancompanies will be able to dethrone theJapanese competitors.

Industry Consumer ElectronicsReference No. COM0139KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Digital television (TV); Liquid crystaldisplay (LCD); Plasma; Korean; Japan;Sony; Samsung; LG (Lucky GoldstarCorporation); Competitive Strategies CaseStudy; Sharp; Matsushita; Flat TV;Consumer electronics; Business strategy;Pioneer Corporation; Rear projection TV

AMD: Challenging INTELAMD, the second largest chip makerchallenged the market leader Intel with itsserver chips. AMD had been growingsteadily in the server market with itsOpteron chips. AMDs revenue increasedin 2005 in comparison to 2003. In theserver chip segment AMD had a marketshare of around 26% and the company wasaiming for a 40% global market share forserver chips by 2009. The case deals withthe background of both companies AMDand Intel. It also gives an insight into thechip industry overview with the increasingcompetition between AMD and Intel.


To discuss the challenges faced by Intelfrom AMD

To understand the chip industry

To understand the competitive scenarioin the processor industry and thestrategic initiatives taken by both thecompanies

To debate whether AMD could eat awayIntels market share or not.

Industry SemiconductorReference No. COM0138KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

AMD (Advanced Micro Device); Intel;Chip; Semi conductor; Microprocessor;Server; Competitive Strategies Case Study;Personal computer (PC); Dell; IBM(International Business MachinesCorporation); Hewlett Packard (HP);

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S T R A T E G

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Opteron; Business strategy; Lenovo;Random access memory (RAM); Pentium

Microsofts Zune: CompetitiveChallenges for Apples iPod

Global entertainment industry was heatingup at the end of 2006. In the time of globalmusic revolution when Apples iPod wasruling the roost in the portable digital musicplayer segment, as it was almostunchallenged and holding 76% marketshare in the US market since 2001. But atthe end of 2006 Microsoft decided tolaunch Zune in the iPod segment to takeon Apples iPod. It created a lot of interestamong US nationals and immediately Zunehad made its mark by pricing aggressivelyforcing Apple to reduce the iPod basemodel price by US $50.

This case deals with the new product launchby Microsoft and how they positionedtheir new product to challenge Apple andproblem associated with it. It alsoenlightens what reactive measure Applemight take to counter the onslaught. Thecase also talks about the mixed reactions itgot from the experts and users and discussesthe probable outcome of Microsofts newinitiatives to launch an iPod killer.


To understand the portable music playerindustry

To discuss the evolution of Apples iPod

To analyse the challenge fromMicrosofts Zune

To debate on Microsofts new initiative.

Industry Digital Music IndustryReference No. COM0137KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Microsoft; Apple; Zune; iPod;Entertainment industry; Portable digitalmusic player; Competitive Strategies CaseStudy; Business model; Positioning of newproduct; Product management;Competitive challenges; Pricing strategy;Zune Marketplace; iTunes; ZuneZone;Downloaded music

Airbus and Boeing: BuildingPlanes in Global Factories

Lots of fear and apprehension cropped upamong the nationals of Europe andAmerica as both the continents primeaircraft manufacturer Airbus and Boeingwere transferring technical know-how toAsia that they were losing out the expertiseto build the next generation aircrafts.

Boeing 787 Dreamliner which was due totake the skies in 2007 was being built in avirtual factory, which was spread acrossthe continents. The prototype of theaircraft was being built in several countries(Japan, Korea, China, Australia, Sweden,and Canada). Almost 70 percent of theDreamliner was being built outside theUnited States. A350 was the answer ofAirbus to Boeing 787.The manufacturingrace between Boeing versus Airbus wasevolving. Up to 60 percent of theproduction work of A 350, which was dueto be launched in 2010 would be doneoutside Continental Europe. That evencontributed to the battle of racism andcorporate war between the US and Europe.Industry people started to apprehend thatthe volume of the core manufacturingactivities that the two companiesoutsourced to other countries were so bigthat their national identity was fading away.


To discuss the importance of outsourcingin aerospace industry

To analyse the core and peripheralactivities in aircraft manufacturing

To discuss the implication of strategiestaken by Boeing and Airbus to outsourceoutside Europe and America.

Industry Aircraft ManufacturingReference No. COM0136KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Competitive Strategies Case Study: Airbus;Boeing; Global factories; Boeing 787Dreamliner; A350; Aircraft manufacturer;Outsourcing; Europe; America; Civilaerospace market; Cyclical; Politicalinfluence; Mitsubishi Heavy Industries(MHI); Kawasaki Heavy Industries (KHI);Ministry of Economy Trade and Industry(METI)

Microsofts Internet Explorer 7: ACompetitive Response to

Mozillas Firefox?Microsoft Corporation launched the latestversion of its web browser, InternetExplorer 7, in October 2006. Someindustry analysts believed that the latestoffering from Microsoft was more as aresponse to the pinch it was feeling in termsof market share erosion since 2004, whenits nearest competitor, MozillaCorporation released Firefox 1 rather thana proactive market strategy.

Internet Explorer 7 was reported to includevarious features that were pioneered byMozilla like integrated search window, tab

browsing and pop-up window blockerbesides adding certain enhanced securityfeatures. However, at the juncture ofMicrosofts latest release, Mozilla wasreported to release Firefox 2, an upgradedversion of its earlier web browser. The twoback-to-back releases were found to heralda new era of strategic warfare between thecorporate entities fighting for theirdominance in the web browser market.


To seek an overview of the competitivelandscape in the web browser marketduring the 1990s

To understand and analyze thecompetitive strategies of Microsoft andMozilla over the years

To analyse the future implications ofInternet Explorer 7s launch byMicrosoft.

Industry Operating Systems andUtilities Software

Reference No. COM0135KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Internet Explorer; Mircrosoft; Mozilla;Netscape Navigator; Web browsers; Safari;Competitive Strategies Case Study; Opera;Open source; Windows XP; Windows Vista;Downloadable applications; HTML(hypertext markup language); Phishingprotection; Firefox 2; Integrated searchwindow

Toyota Motors in EmergingMarkets (PartA)

In the year 2000, Toyota rolled out itsmulti purpose vehicle (MUV) Qualis inIndia which was an instant success.Gradually It introduced Camry, Corolla andlater in 2005, Innova. All these modelscreated success saga for Toyota Kirloskar.Notwithstanding of its initial success,Toyota could manage to have meager 5%market share in Indian passenger carmarket which remained far away from itsmission statement to grab 10% marketshare in Indian passenger car market by2010. Analysts predicted that unlessToyota would enter into compact carsegment, it would unlikely to have thatmuch market share.

The case deals with the decision dilemmain Toyota India operation. Would it pursueits aggressive cost leadership strategy orfollow the path of differentiation? Wouldit follow the rule of the industry and try tobe best in the known path or would itreshape the industry dynamics byintroducing alternative fuel cars in a massscale?

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To understand the macro and microenvironment of Indian AutomobileIndustry

To discuss the entry strategy of ToyotaMotors in India

To analyse Toyotas strategy of adaptinglocalisation strategy while maintainingthe companys Global vision.

Industry AutomobileReference No. COM0134KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Competitive Strategies Case Study; Toyota;Entry strategy; Late mover; Plannedobsolescence; Prius; Cost leadership;Differentiation; Indian automobileindustry; Price competition; Innova;Camry; CBU (completely built unit); CKD(complete knocked down); Midsize sedans;MUV (Multi utility vehicle)

Boeing 747-8 Airbus A380: TheBig Fight

The global aviation market was stronglydominated by Airbus and Boeing. BothAirbus and Boeing had contrasting viewsabout the future of the aviation market.While Airbus promoted hub to hub methodof air transportation and thus preferredlong haul flights, Boeing preferred pointto point method of air transportation. Thiscase gives an idea about the contrastingviews of the two aircraft manufactureralong with the future of commercial airlines.


To understand the market dynamics ofcivil aerospace industry

To understand business model of Airbusand Boeing

To analyse competitive position ofAirbus vis a vis Boeing

To analyse the sustainability of thecontrasting business models of Boeingand Airbus.

Industry AviationReference No. COM0133KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Boeing; Airbus; Japan Airlines; Boeing 747-8 freighter; Boeing 747-8 passenger; Shorthaul service; 787 Dreamliner; Aerodynamicprinciple; Point-to-point; Hub-to-hub;British Airport Authority; Nippon CargoAirlines; Project 747-8; Mach number;

Competitive Strategies Case Study; EADS(European Aeronautic Defence and SpaceCompany)

Toshiba versus Sony: The NextGeneration DVD Format War.Who Would Set the Standard?

In the last week of March, 2006 ToshibaCorp. launched its first version of HD-DVDplayer, HD-XA1, priced at $799.Withinfew weeks, on 18th April 2006, thecompany launched another simpler versionof HD-DVD player, HD-A1 which waspriced even lower at $499 with a per-unitloss of $200. According to analysts, thecost of the HD-A1 player was about $700or more which included the internalelectronics, packaging and manufacturingof the player. Toshibas marketingdepartment intentionally undertook asubstantial per-unit loss on the HD-A1 toboost sales and give the companys HD-DVD platform (player and disc), a headstart and build an early lead in the formatwar over the Blu-Ray format technologywhich was developed by Sony Corporation.The competitors of Toshiba were Sony anda few others using the rival Blu-ray format.Sony was scheduled to launch the Blu-rayformat player in September-October 2006with price tag of $999 or more.

Consumer electronics analysts and tech-industry watchers remained glued watchingthe movements of the two rivals Sony andToshiba as they took a head-on-clash overthe race to establish the next-generation,high definition industry standard for DigitalVideo Disc(DVD) players and discs.Ultimately, there could be only one winnerwhose format would become the industrystandard. Whether Toshibas apparentloss-leader strategy would help to get anearly advantage for HD-DVD formatremained to be seen. Most consumers wereexpected to be neutral during the earlystages of the format war; there would notbe a winner immediately. In the times ahead,the answer would be known, but, till thattime it was a marketing war of thetechnology titans.


To understand the HD-DVD and Blu-ray format Strategies adopted by Toshibaand Sony

To understand that customers now canhave opinions of formats in the future

To understand HD-DVDs China Risk

To understand the HD-DVD and Blu-ray Market

To understand the concept of a loss leaderstrategy

To understand that technological warfarecould lead to the market getting divided

To understand pricing strategies of theHD-DVD and Blu-ray formats.

Industry ElectronicsReference No. COM0132BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

HD-DVD and Blu-ray format Strategies;HD-DVDs China Risk; technologicalwarfare; Loss-leader Strategy; CompetitiveStrategies Case Study; pricing strategies ofthe HD-DVD and Blu-ray formats;Hollywood Film Studios; marketing war oftechnology formats; Betamax andVHS(Video Home System) war; ToshibaCorporation; Analytical Optical Disc; SonyCorporation Ltd; Entertainment Market

Motorolas Competitive Strategy:Will It Work?

In the 1990s, Motorola Inc. was the no.1mobile manufacturer in the global handsetmarket. In the mid 1990s, due to theemerging popularity of digital mobileindustries, Motorola lost its no.1 positionin the global handset market. Nokia, aFinland based digital mobile manufacturerstarted growing and in 1997, with 22.5%market share, surpassed Motorola andgrabbed the no.1 position. In 1998, underChris Galvin, Motorola planned onrestructuring which included theintroduction of a new section within thecompany, job cuts, transforming Motorolainto a Net company and collaborating withinternet giants. In 2003, Motorolasmarket share rose to 13% as compared toNokias 34% but it failed to gain back itsposition. The company also had to facestiff competition from Siemens, Samsungand Sony Ericsson. In 2004, Ed Zanderjoined Motorola as CEO to succeed ChrisGalvin. Zander adopted strategies ofdiversification, product innovation,promotion, corporate culture and pricing.With all these strategies, Motorolas marketshare rose to 22.1% from 19% in 2005.Despite this, Motorola was unable to catchup with Nokia which retained its positionas the market leader with 36% marketshare. What could be the next strategy forMotorola to regain its position?


To understand the impact of changingtrends in the mobile industry

To analyse reasons behind Motorolasinability to gain back its position in theglobal handset industry

To analyse the strategies adopted byChris Galvin

To analyse the strategies adopted byEdward Zander.

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Industry Mobile HandsetReference No. COM0131BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Global Handset Industry Performance;Motorolas declining market share; Nokiasleading market share; CompetitiveStrategies Case Study; Chris GalvinsStrategy; Ed Zanders Strategy; ProductInnovation; Collaboration; PricingStrategy; Diversification; CorporateCulture; Stiff competition in WorldwideHandset Industry; Six sigma

Japanese Luxury Cars overtakeAmerican Cars in the US Market

In the US luxury car market, two Japaneseautomakers, Toyota and Honda made amark for themselves and outperformedluxury cars made indigenously by Americanautomakers like General Motors and Ford.The growing popularity of Japanese carsin the US was evident by its high salesfigures. In 2005, particularly, Lexus(Toyota) sold 150,000 units, which wasmore than the sales of any other luxurycars in the US. Acura (Honda) was alsodoing fine in the US market. These Japaneseluxury cars were upsetting Americanautomakers. How had the Japanese luxurycarmakers been able to supersede US luxurycars on their home ground?


To understand the competitive scenarioin the US luxury car market

To analyse critical success factors forJapanese luxury car manufacturers in theUS soil

To assess the potential challenges to theJapanese automakers in the US luxurycar market.

Industry Automobile IndustryReference No. COM0130BYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

US Luxury Car Market; Luxury Cars;General Motors and Ford; JapaneseAutomakers; Toyota; Honda; Nissan andBMW; Mean Selling Price (MSP);Competitive Strategies Case Study; QualityImprovement; Pricing Strategy; FuelEfficiency; Lexus, Acura; Eight-SpeedTransmission; European competitors

Toyota Ahead of Ford in the USToyota Motor Corp. (TMC) surpassed FordMotor Co. as the No.2 car maker in the

U.S, in July 2006. It was for the first timethat Toyota overtook Ford in its homemarket. Toyota had earlier outsold Ford interms of global sales. TMC which replacedChrysler as the No.3 in the Big 3 of theU.S car market, earlier in 2006, outsoldFord by a margin of 1,837 vehicles. Whatwere the factors that helped Toyota surpassFord? Was it Americans growingpreference for foreign models or Toyotasproduct quality and more fuel-efficientmodels or was it something else? And whatwere the factors that affected Fords salesdeclines? This case discusses variousreasons for Toyotas achievement.


To understand the relevance ofinnovation as a growth strategy and forcompetitive advantage

To discuss the evolution of competitionin the US automobile industry and theentry and expansion of foreign brands

To analyse the market success of Toyotaand growing competition from its rivals

To assess Fords moves to regain itsposition and Toyotas need to sustainits growth.

Industry Automobile IndustryReference No. COM0129BYear of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Toyota and Ford; Toyotas sales; US carmarket; Toyota in the US; The Big 3; Fordstruggling; Competitive Strategies CaseStudy; Toyota ahead of Ford; Stock prices;Market share; SUVs and Hybrid cars; Fuelefficiency; American Customersatisfaction Index; Customer retantionrates; Ford - Looking to bounce back; Ford- Rejuvenation process

Vertical product integration atMicrosoft: Will it succeed?

The Microsoft Corporation (Microsoft)with its global annual revenues of US $44.28billion had 71,553 employees in 102countries as on July 2006 and stood asworlds second largest software companyafter IBM. Microsofts best selling productswere the Windows Operating System forservers and single computers and the Officesuite of productivity software. Thecompany had gained more than 90% ofmarket share in its segments of operatingsystem and web browser.

With its first product Xenix, the operatingsystem, the company developed successfulsoftware like Dos, windows, MS- Office.The company expanded its business to Webbased software in the mid 90s, mobile ended

devices in early 2000 and in 2001 itdiversified in to home and entertainmentsegment with the launch of video gameconsole Xbox. After successfully buildingroots with Xbox and its later version ofXbox 360, the company stepped into themusic player industry with its new projectZune. Microsoft was gearing its resourcestowards services, and integrating variousdevices to stop the dominance of ApplesiPod.

Microsoft began to concentrate onhardware, and was planning to play a biggerrole in product design. As the software wasbecoming increasingly commoditised, itneeded to find new revenue streams to keepgrowing. Would Microsoft succeed to getmore control over the new vertical marketsto dominate, before monopoly of itsWindows erodes?


To understand the Microsoftsmonopolized business in Operatingsystems segment

To understand the importance of relateddiversification

To discuss the competitive strategies

To analyse the relevance of verticalintegration strategy.

Industry SoftwareReference No. COM0128AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Microsoft; Integration strategy; expansionstrategy; competitive strategy; marketleader; new product development;Innovation; core competencies; verticalmarkets; product integration; software;computers; Xbox; Zune; Windows; DOS;Microsoft Office; application software;system software; Competitive StrategiesCase Study; Web browser; operating system

Home Depot- A StrategicDilemma

The Home Depot Inc (Home Depot), anAmerican retailer for home improvementand construction products, the secondlargest retailer in the United States, behindWal-Mart, and third largest retailer in theworld, was considering sale or spin-off orInitial Public Offering of its supply HDSupply. The new separate entity would faceheavy competition from market leaderWal-Mart and its next arch rival Lowes inretail market.

The decision was seen as a strategic move,which would optimize shareholders valueand improve Home Depots commercialbusiness a network of companies that

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provided pipes, concrete and lumber toprofessional builders.


Understanding Corporate Restructuring

Understanding Spin-off as a restructuringtool.

Industry RetailReference No. COM0127AYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

The Home Depot Inc.; US retail; Homeimprovement Market; Spin-offs; Split-off;Strategic Evolution; CompetitiveStrategies Case Study; Wall-Mart; Lowe;Strategic Inflection Point

Ford vs. GM in AsiaRouted around a century back, theautomobile industry had been one of themost globalize and competitive of allindustries. It had a global turnover of $1.66 trillion in the year 2003. The industrywas dominated by a small number ofcompanies with worldwide recognition. Inthe NAFTA region the Big three players(Ford Motor, General Motors, and DaimlerChrysler) constituted more than 60% sharein the world automobile production in1980. During the 1990s the US autoindustry faced a recession due to someinherent problems of excess capacity,higher price, inflation which made thisauto-player to move into the growingregions of Asia. Due to high populationand rapid economic growth the Asianmarket had great potential for foreign automanufacturer.

The case revolves around the two biggestauto manufacturer General Motors and FordMotors, which were already geographicallydiversified, had also moved into thegrowing region of Asia. The case talks abouttheir entry strategies into the Japan, Chinaand India as well as market positioning andcompetitive strategies to win the Asianmarket share. With cut-throatcompetition from Japanese players and thedomestic manufacturers will this playersbe able to sustain their position as anindustry leader?


To discuss the Entry Strategies indeveloping nations

To analyse competitive strategies ofFord and GM to compete with Asianrivals like Toyota and Suzuki

To understand the importance oftechnological innovations andmarketing strategies.

Industry Automobile IndustryReference No. COM0126AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Entry strategies; Competitive strategies;Automobile Industry; Asia; Japaneseautomobile Industry; CompetitiveStrategies Case Study; Chinese AutomobileIndustry; Indian Automobile Industry; Car;Geographic Expansion

Pizza Hut: Pleasing IndianPalates

Pizza Hut Inc. is the worlds largest pizzachain with over 12, 500 outlets in morethan 90 countries worldwide. In India, thecompany has gained a firm footing overthe years by imbibing Indian values andtastes in its restaurants and its menu, whilemaintaining its international heritage andquality. The case discusses Pizza Hutslocalisation strategy in India. How thecompany has tailored its menu, ambienceand even positioned itself to better appealto the Indian consumers. The companyhas used popular Indian celebrities andlaunched advertising campaignsaccordingly. The case covers the menu,positioning, outlook, and pricing of thecompany in India and the competition itfaces.


To understand Pizza Huts localisationStrategy in India

To discuss the Advertising Strategy ofPizza Hut in India

To discuss the Pricing Strategy of PizzaHut in India

To discuss rising competition in fast foodIndustry of India and evaluate the futureof Pizza Hut in the fast food Industry ofIndia.

Industry Fast Food IndustryReference No. COM0125PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Localisation strategies; Yum brands; IndianPizza market; Masala Pizza; CompetitiveStrategies Case Study; Vegiterian Pizza;Tandoori Pizza

Nokias convergence strategiesIn 2006, Nokia based in Espoo (Finland) isthe world leader in mobile communicationswith a global market share of 34%. Itsupplied mobile and fixed telecom networks

including related customer services. Nokiamanufactured easy-to-use and innovativeproducts like mobile phones, devices andsolutions for imaging, games, media andbusinesses.

Since 2000, the telecommunications,media and technology industry had focusedon convergence of technology. Bringingtogether the media - print, TV, fixed-linetelephony with the new digital world ofthe internet and mobility was a conceptwith great potential. Nokia had madeattempts to integrate various features inits mobiles and upgraded them. This casestudy discusses Nokias technologyconvergence strategy and its attempts tobecome a market leader.


To understand the technologyconvergence trends in the mobileindustry

To discuss Nokias technologyconvergence strategy for its mobilehandsets

To discuss Nokias competitivestrategies.

Industry Mobile IndustryReference No. COM0124PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Nokia Media Master; AMPS/TDMA; 3G;Tetra; WAP; W-CADMA; Nokia E series;Competitive Strategies Case Study;Symbian OS

Volvo in IndiaAB Volvo is a Fortune 500 company basedin Sweden. Its product portfolio consistsof commercial vehicles like cars, trucks,buses, construction equipment, marine andindustrial engines, and aero engines. Itshigh-end, high-performance cars, trucksand buses are well known for their drivercomfort and safety. Volvo entered India in1997 by establishing a subsidiary VolvoIndia Ltd. In 1998, it established VolvoTrucks factory in Hoskote, near Bangalorein Southern India with an investment of$70 million. The company faced intensecompetition from established players likeTata Motors and Ashok Leyland. This casestudy discusses Volvos strategy for theIndian market and how it became successfulas a niche player.


To understand the Indian commercialvehicle market

To discuss the entry strategy of Volvoin India

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To discuss Volvos strategy for the truckand bus segment.

Industry Auto IndustryReference No. COM0123PYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

AB Volvo; SKF; Scania; Tata Motors;Competitive Strategies Case Study; AshokLeyland; Volvo Penta; Starbus

Rocketboom.com: Changing theFace of Entertainment Media

Launched in 2004, as a mock news showon the Internet, Rocketboom.com was abrand new concept. The show on thewebsite was a combination of innovativelycombined humorous news reports, comedy,and video blog. Initially, Rocketboom.comwas not taken very seriously by theindustry, but soon it had 300,000 viewers,numerous advertisers and buy-out offersfrom major TV networks. The casediscusses the concept behind Rocketboom,its business model, creation of a new marketsegment, birth of competition andchallenges faced by the company.


To discuss the business model ofRocketboom

To understand the dynamics of creatinga new market segment by a company

To evaluate the success factors ofRocketboom.

Industry E-commerce IndustryReference No. COM0122PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Video blog; Andrew Baron; CompetitiveStrategies Case Study; Amanda Congdon;Tivo; weblog

Marks & Spencer: A BrightFuture?

M&S is a leading retailer of clothing, foodsand home products in the United Kingdom.M&S had ruled the retail world and reapedprofits for years. By the end of 1998though, the company started facingproblems. It went through a phase of baddecisions, complacency, and board roombattles which pushed it into a crisis thatlasted for several years. After selling offsome of its stores and bringing aboutchanges, in 2006, M&S was growing againand regaining profitability. The market

scenario had changed though and M&

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