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Case Studies by Javier Gimeno

17 case studies

published: 24 Feb 2016

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Abstract:
The telecommunications manufacturing industry has seen massive consolidation in the past 10 years. This is the story of how two major telecom providers, Alcatel and Lucent, merged and positioned themselves for the future. It focuses on the leadership challenges of the final years, just before the company was sold. Alcatel-Lucent was at high risk of failure around 2012, but it managed to find its way forward and create a new future with Nokia.

Pedagogical Objectives:
The focus of the case is on the ongoing challenges of strategic alignment: how senior leaders attempt to fit the organization to its strategy, and ultimately to the environment.

Keywords:
Leadership, Change Management, Fair Process Leadership, Strategic Alignment, Corporate Governance, Value Creation, Strategy and Implementation

published: 23 Apr 2018

  • Topic: Strategy
  • Region: Global

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Abstract:
This note is an introduction to the macro (or general) environment and strategy tools (PESTEL analysis, scenario development) used to analyze it. It provides templates for the application of these tools in strategic analysis. The note also discusses the benefits and limitations of macro environmental analysis, as well as the role it plays as a part of the overall strategic analysis of the business environment.

Pedagogical Objectives:
To provide conceptual support and an integrated framework for the diagnosis of the business environment in basic strategy courses (undergraduate, graduate, executive education).

Keywords:
Macro Environment, Pestel Analysis, Environmental Scenarios, Market Size / Growth Analysis, Demand Shifters, Business Environment, Competitive Strategy, Pest Analysis, Environmental Scanning

published: 01 Jan 2003

  • Topic: Strategy
  • Industry: Air Transportation
  • Region: Europe

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Abstract:
Case Writers: Alessandro BUCCELLA and Herman FUNG This case forms part of a series with “Note on the European Airline Industry” and “European Airline Industry: Ryanair in 2003”, but can be used independently. The case describes the strategy of Lufthansa as a major network carrier in Europe. It also describes the entry of low-cost carriers in the German market. The case describes the strategies used by other incumbent airlines in defending against the entry of “low-cost carriers”, ranging from imitation, to entry preemption and deterrence.

Pedagogical Objectives:
This case can be used to explore the following themes: How an incumbent can respond to industry entrants with distinct advantages The constraints that limit competitive responses by incumbents Whether and when entry preemption and deterrence is a viable strategy

Keywords:
Airlines, Low Cost Carriers, Competition, Network Carriers, Entry, Competitive Strategy, Entry Deterrence, Strategic Groups, European Competitiveness, Europe

published: 01 Jul 2003

  • Topic: Strategy
  • Industry: Air Transportation
  • Region: Europe

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Abstract:
Case Writers: Alessandro BUCCELLA and Herman FUNG This case forms part of a series with “Note on the European Airline Industry” and “European Airline Industry: Lufthansa in 2003”, but can be used independently. The case describes in detail the strategy of Ryanair, and compares the company to other European airlines using the “low-cost carrier” (LCC) model, with particular attention to Easyjet. The case highlights the fact that the “low-cost carrier” group is quite heterogenous in strategy and performance. The case calls for an evaluation of the overall potential of the low-cost carrier strategy within Europe, and for the relative evaluation of the strategies of different LCCs. How big will the market share captured by LCCs? Which of the LCCs are better positioned? What will the emerging structure of the low-cost segment in Europe?

Pedagogical Objectives:
This case can be used to explore the following themes: Evaluate the long-term market potential of an innovative business model, the �low-cost carrier� model Examine the different fit between strategy and market position achieved by different companies following the �low-cost carrier� concept Whether second movers into a new business opportunity should try to imitate or differentiate relative to the first mover

Keywords:
Entry Deterrence, Airlines, Competition, Network Carriers, Entry, Competitive Strategy, Entry Deterrence, Strategic Groups, European Competitiveness, Europe

published: 28 Jun 2019

  • Topic: Strategy
  • Industry: Personal navigation devices
  • Region: Global

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Abstract:
Garmin 2019 is the second in a two-part case. Case A reviews the history of Garmin from 1991 to 2008, when the personal navigation device (PND) industry is disrupted by the entry of smartphones with mapping applications. Garmin 2019 covers the decade until 2019, describing how Garmin and other major players responded to shifting consumer preferences, new developments in digital mapping and satellite networks, and the race to develop self-driving cars. In the face of a massive decline in the PND market in this period, Garmin staged a remarkable recovery, shifting focus to spread over diverse products segments, each with its own threats and opportunities. The core of the case is management’s reassessment of corporate strategy across the portfolio of businesses.

Pedagogical Objectives:
Whereas Case A offers a close-up view of an industry moving from growth to maturity to decline in a short timespan, forcing incumbents to reanalyse their strategy, Garmin 2019 (Case B) explores how companies faced with disruption respond according to their capabilities, their respective choices, and the role of corporate strategy in securing competitive advantage. It generates discussion of the influence of strategic repositioning on a firm’s scope, the need to reassess that scope and then decide whether its business units remain integrated or seek alternatives like strategic alliances and long-term contracts.
Part B can be taught together with Part A or as a stand-alone case.

Keywords:
Garmin, Industry Decline, Smartphones, Smartwatch, Disruption, Global Positioning, Gps, Digital Maps, Hd, Repositioning, Corporate Advantage, Corporate Strategy, Satellite Network, Wearables, Outdoor, Fitness

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published: 29 Jan 2018

  • Topic: Strategy
  • Industry: Personal navigation devices
  • Region: Global

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Abstract:
Garmin at the Crossroads (Case A) reviews the history of Garmin from its founding in 1991 until 2008. After 17 consecutive years of profitable growth in the personal navigation devices (PND) industry, Garmin was a top player with a strong cash position. However, challenges loomed with the advent of alternative global navigation satellite systems, increasing penetration of smartphones, the reshuffling of the digital map data market, and the industry’s consolidation. The case explores the options available to Garmin to weather the storm. Case B (Garmin 2019) describes the changes in the industry in the following decade, how Garmin responded, and the resulting performance.

Pedagogical Objectives:
The two-part case generates discussion of strategy formulation and implementation in mature and declining industries, and analysis of strategies in response to technological disruption and strategic (re)positioning.

Keywords:
Garmin, Personal Navigation Devices Industry, Industry Decline, Disruption, Global Positioning, Gps, Satellites, Digital Maps, Industry Maturity, Satellite Networks, Smartphones, Ecosystems, Industry Change, Repositioning

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published: 26 Nov 2012

  • Topic: Strategy
  • Industry: Motion Pictures
  • Region: Global

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Abstract:
Case A reviews the history of IMAX Corporation from its founding until the introduction of Digital Media Remastering (DMR) technology in 2002. Since its founding, IMAX had struggled to achieve sustainable, profitable growth. The case explores IMAX's difficulties in attracting movie studios and theatres to its platform. Case B describes the changes in the ecosystem implemented after DMR, and the resulting performance.

Pedagogical Objectives:
The cases allow discussion of the initial failure of an ecosystem platform to achieve sustainable, profitable growth due to its unappealing value proposition towards complementors. They also allow analysis of strategies for two-sided markets in the presence of cross-side network effects, before and after a major technology change.

Keywords:
Imax Technology, Movie Industry, Ecosystems, Technology Adoption, Competitive Strategy, Distribution Channels, Movie Theaters

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published: 26 Nov 2012

  • Topic: Strategy
  • Industry: Motion Pictures
  • Region: Global

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Abstract:
Case A reviews the history of IMAX Corporation from its founding until the introduction of Digital Media Remastering (DMR) technology in 2002. Since its founding, IMAX had struggled to achieve sustainable, profitable growth. The case explores IMAX's difficulties in attracting movie studios and theatres to its platform. Case B describes the changes in the ecosystem implemented after DMR, and the resulting performance.

Pedagogical Objectives:
The cases allow discussion of the initial failure of an ecosystem platform to achieve sustainable, profitable growth due to its unappealing value proposition towards complementors. They also allow analysis of strategies for two-sided markets in the presence of cross-side network effects, before and after a major technology change.

Keywords:
Imax Technology, Movie Industry, Ecosystems, Technology Adoption, Competitive Strategy, Distribution Channels, Movie Theaters

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published: 30 Jan 2012

  • Topic: Strategy
  • Industry: Mobile operations
  • Region: Europe

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Abstract:
The mobile industry in Finland in 2005 was facing a price war, which hurt not only the profitability of operators but also their incentives to adopt new technologies (3G). In 2005, the Finnish mobile telecom regulator decided to allow handset bundling and subscription plans for 3G services. This was an opportunity for incumbents to reshape the competitive context in the industry. The case examines the possibilities for Elisa, the second player in a 3-player oligopoly, to introduce new pricing plans to change the competitive context.

Pedagogical Objectives:
The case allows discussion of pricing strategies in oligopoly, particularly with the objective of ending a price war. Possible strategies include handset bundling, price discrimination through subscriptions and different price plans, and new service offerings. Due to the oligopolistic context, a competitive analysis is required to identify possible competitive responsed to pricing actions.

Keywords:
Price Wars, De-Escalation, Mobile Telecommunication, Finland, Price Discrimination, Oligopoly, Pricing, Bundling, European Competitiveness Initiative, European Competitiveness, Europe, Change Management

published: 08 Jan 2005

  • Topic: Strategy
  • Industry: Cellular Telephone
  • Region: Global

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Abstract:
The case describes the adoption of two competing mobile internet services in Europe: i-mode (which was very successful in Japan) and Vodafone live!. Case describes the players in the mobile internet ecosystem (operators, handset manufacturers, content providers) in Europe, and describes the competing offerings (technology, marketing, relationships with complementors). The challenge for these platforms in 2003 was to achieve mass market adoption of their services.

Pedagogical Objectives:
The case allows discussion of co-opetition, standards competition and critical mass adoption in a competitive context. - How to manage cooperative and competitive relations with key complementors to ensure adoption? - How to manage the transition from pioneer to mass-market adoption? - How to change the value chain structure to gain leadership within a business ecosystem?

Keywords:
Strategic Alliances, Network Externalities, Complementors, Critical Mass Adoption, Value Chain, Co-Opetition, Standards Competition, European Competitiveness Initiative, European Competitiveness, Europe, Change Management

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