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Case Studies by Javier Gimeno

17 case studies

by Publication Date
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: 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: 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: 27 Nov 2017

  • Topic: Strategy
  • Region: Global

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Abstract:
This note provides an introduction of strategy tools for the analysis of the business environment. The note covers tools for analysis of the macro-environement (PESTEL analysis, scenario development), analysis of industry attractiveness (market size and growth drivers, industry life cycle, industry value chain, five forces), and analysis of customer segments and specific competitors. The note provides some templates for the application of these tools in strategic analysis.

Pedagogical Objectives:
The aim of the note is 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, Industry Analysis, Market Size / Growth Analysis, Industry Life Cycle, Industry Value Chain, Five Forces Analysis, Ecosystems, Customer Segmentation, Competitor Analysis, Competitive Strategy, Business Environment, External Analysis

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: 20 Dec 2013

  • Topic: Strategy
  • Industry: Airline Transportation, Scheduled
  • Region: Other Regions

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Abstract:
Case describes the entry of low-cost competitors in the deregulated Australian airline industry, and the decision by the Qantas Group to launch a low-cost carrier subsidiary (Jetstar) in the domestic market. Many such airlines-within-airlines had failed in the US and Europe. The case also describes potential opportunities for international expansion of Jetstar into medium and long-haul low-cost service.

Pedagogical Objectives:
The case allows broad discussion about sources of competitive advantage for low-cost and differentiated competitors, and how differentiated firms can respond to low-cost new entrants. Also, it highlights the strategic and organizational complexities of managing two different business models within the same organization, and the risks of eroding competitive advantage through market expansion.

Keywords:
Airline Industry, Entry Deterrence, Cannibalization, Rivalry, Business Model Competition, Low Cost, Disruptive Models, Corporate Entrepreneurship

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: 31 Jul 2012

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

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Abstract:
This case provides an update of the situation in the mobile internet industry in Europe in 2006, and is a continuation of the case "Mobile Internet in Europe: i-mode and Vodafone live! in 2003". The case describes the lukewarm adoption of these platforms within Europe, and the new opportunities and challenges emerging in the mobile internet ecosystem in late 2006 (new technologies and standards, new services, and new actors in the ecosystem)

Pedagogical Objectives:
This can be used as an update after case discussion, or to initiate a discussion of the situation in mobile internet industry in 2006.

Keywords:
Mobile Internet, Ecosystem, Network Externalities, Standards Competition, European Competitiveness Initiative, European Competitiveness, Europe, Change Management

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published: 23 Apr 2012

  • Topic: Strategy
  • Industry: Electrical work
  • Region: Other Regions

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Abstract:
Nokia has dominated the mobile handset business for over 20 years. But as mobile technologies evolves and the consumer focus shiftsfrom handset design towards software and content platforms, it creates an opportunity for new players, such as RIM, Apple and Google, to enter the market and challenge Nokia’s position. This case examines the competitive situation in the mobile ecosystem and Nokia’s attempt to redefine itself as an 'internet company' in 2008.

Pedagogical Objectives:
This case can be used to illustrate basic concept of competitive strategy (five forces, value chain integration, competitive advantage) in the context of an ecosystem. It is designed to discuss competitive threats to Nokia's position, such as envelopment threats from players outside the ecosystem (Apple, Google). Particularly attention is given to issues of cooperation and integration between software platforms and complements (hardware, content, services). It also explores Nokia's corporate strategy and structure.

Keywords:
Ecosystem, Industry Analysis, Evolution, Change, Apple, Google, Convergence, Mobile, European Competitiveness Initiative, European Competitiveness, Europe, Change Management

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