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Case Studies by Mi Ji

5 case studies

by Publication Date
published: 23 Mar 2018

  • Topic: Strategy
  • Industry: Classical Music Industry
  • Region: Global

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Abstract:
For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart. Instead of competing like all the other orchestras, André Rieu has reconstructed market boundaries between classical music and pop concerts, creating a blue ocean of vast new demand. Rieu and his orchestra have stayed on the Billboard Top 25 Tours list for nearly 2 decades, right alongside the likes of Bruce Springsteen and Justin Bieber. His CDs and DVDs have sold more than 40 million copies versus 10,000 copies for a top classical music CD. This case reviews the competitive practice of the classical music industry and illustrates how Andre Rieu gained insight into unlocking new demand by looking to noncustomers of classical concerts, and how he reconstructed industry boundaries and created new market space, making the competition irrelevant. The case comes with a teaching note that reviews major concepts and frameworks of competitive strategy and blue ocean strategy in the context of the case and provides answers to the questions for class discussions.

Pedagogical Objectives:
The teaching of this case aims to 1) Identify the characteristics and limits of competitive strategic practice in the context of analyzing the conditions of the classical music industry 2) Demonstrate how André Rieu created a blue ocean of new demand in a declining industry through reconstructing market boundaries 3) Highlight the important role of noncustomer insights in enabling new demand creation 4) Drive home the key principle of blue ocean strategy – value innovation, which requires the simultaneous pursuit of differentiation and low cost 5) Review major concepts, frameworks and tools of blue ocean strategy in the course of analyzing André Rieu’s strategic move.

Keywords:
Classical Music Industry, Declining Industry, Entertainment, New Market Space, Market Creation, Blue Ocean Strategy, Value Innovation, Noncustomers, Demand Creation, Market Reconstruction, Red Ocean Strategy, Competitive Benchmarking, Differentiation, Live Performance

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published: 11 Dec 2017

  • Topic: Strategy
  • Industry: Classical Music Industry
  • Region: Global

Show details ...

Abstract:
For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart. Instead of competing like all the other orchestras, André Rieu has reconstructed market boundaries between classical music and pop concerts, creating a blue ocean of vast new demand. Rieu and his orchestra have stayed on the Billboard Top 25 Tours list for nearly 2 decades, right alongside the likes of Bruce Springsteen and Justin Bieber. His CDs and DVDs have sold more than 40 million copies versus 10,000 copies for a top classical music CD. This case reviews the competitive practice of the classical music industry and illustrates how Andre Rieu gained insight into unlocking new demand by looking to noncustomers of classical concerts, and how he reconstructed industry boundaries and created new market space, making the competition irrelevant. The case comes with a teaching note that reviews major concepts and frameworks of competitive strategy and blue ocean strategy in the context of the case and provides answers to the questions for class discussions.

Pedagogical Objectives:
1) Identify the characteristics and limits of competitive strategic practice in the context of analyzing the conditions of the classical music industry 2) Demonstrate how André Rieu created a blue ocean of new demand in a declining industry through reconstructing market boundaries. 3) Highlight the important role of noncustomer insights in enabling new demand creation 4) Drive home the key principle of blue ocean strategy – value innovation, which requires the simultaneous pursuit of differentiation and low cost 5) Review major concepts, frameworks and tools of blue ocean strategy in the course of analyzing André Rieu’s strategic move.

Keywords:
Classical Music Industry, Declining Industry, Entertainment, New Market Space, Market Creation, Blue Ocean Strategy, Value Innovation, Noncustomers, Demand Creation, Market Reconstruction, Red Ocean Strategy, Competitive Benchmarking, Differentiation, Live Performance.

Related:

published: 28 Aug 2017

  • Topic: Strategy
  • Industry: Classical Music Industry
  • Region: Global

Show details ...

Abstract:
For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart. Instead of competing like all the other orchestras, André Rieu has reconstructed market boundaries between classical music and pop concerts, creating a blue ocean of vast new demand. Rieu and his orchestra have stayed on the Billboard Top 25 Tours list for nearly 2 decades, right alongside the likes of Bruce Springsteen and Justin Bieber. His CDs and DVDs have sold more than 40 million copies versus 10,000 copies for a top classical music CD.
This case reviews the competitive practice of the classical music industry and illustrates how Andre Rieu gained insight into unlocking new demand by looking to noncustomers of classical concerts, and how he reconstructed industry boundaries and created new market space, making the competition irrelevant. The case comes with a teaching note that reviews major concepts and frameworks of competitive strategy and blue ocean strategy in the context of the case and provides answers to the questions for class discussions.

Pedagogical Objectives:
The teaching of this case aims to
1) Identify the characteristics and limits of competitive strategic practice in the context of analyzing the conditions of the classical music industry
2) Demonstrate how André Rieu created a blue ocean of new demand in a declining industry through reconstructing market boundaries
3) Highlight the important role of noncustomer insights in enabling new demand creation
4) Drive home the key principle of blue ocean strategy – value innovation, which requires the simultaneous pursuit of differentiation and low cost
5) Review major concepts, frameworks and tools of blue ocean strategy in the course of analyzing André Rieu’s strategic move.

Keywords:
Classical Music Industry, Declining Industry, Entertainment, New Market Space, Market Creation, Blue Ocean Strategy, Value Innovation, Noncustomers, Demand Creation, Market Reconstruction, Red Ocean Strategy, Competitive Benchmarking, Differentiation, Live Performance

Related:

published: 30 Jan 2017

  • Topic: Strategy
  • Industry: Automobile industry
  • Region: Asia

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Abstract:
This case analyses Tata Motors’ strategic move to create and launch the Tata Nano, exploring the factors behind the project’s earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean. The teaching note reviews how Tata Nano created its exceptional value proposition and attained a viable profit proposition by following the right strategic sequence, and then examines different components of Tata Nano’s people proposition to identify the major causes of the setback in executing its blue ocean strategy.

Pedagogical Objectives:
1) To demonstrate how Tata Nano reconstructed market boundaries across alternative industries and created a commercially viable blue ocean opportunity by following the right strategic sequence. 2) To highlight the importance of matching value and profit propositions with an equally strong people proposition in ensuring the successful execution of a blue ocean strategy. 3) To review major BOS concepts, frameworks and tools in the course of analyzing the Tata Nano strategic move.

Keywords:
Tata Nano, Blue Ocean Strategy, Emerging Economy, Strategic Alignment, Automobile Industry, Value Innovation, Strategic Pricing, Target Costing, Strategy Execution, Execution Failure, Stakeholders, Noncustomers

published: 28 Jan 2013

  • Topic: Strategy
  • Industry: computer software
  • Region: Global

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Abstract:
The case describes a series of blue ocean strategic moves made by Salesforce.com in the CRM application market. In particular, the case addresses the concern of business executives over the applicability of blue ocean strategy in the B2B area. B2B managers often find that they are locked into providing products of certain types and specifications to their immediate customers. But in fact, value innovation can take place on the three platforms of a business offering, i.e., product, service and delivery. Salesforce.com’s strategic moves provide an exemplary demonstration of how a company can effectively create and renew its blue ocean in the B2B field by value innovating its single business on the product, service and delivery platforms alternately. The case is accompanied by a comprehensive teaching note that analyzes and explains the key strategic moves of Salesforce.com using major BOS frameworks and tools.

Pedagogical Objectives:
This case is intended to demonstrate the methodology for creating a blue ocean for the B2B business. It highlights the importance of value innovating on the three platforms of product, service, and delivery to create and renew blue oceans. Participants are also expected to reinforce their understanding about important BOS concepts and frameworks such as the noncustomer concept, the buyer utility analysis, the six paths framework, and the ERRC analysis.

Keywords:
Blue Ocean Strategy, Value Innovation, Salesforce.com, Social Enterprise Solutions, Cloud Computing, Customer Relationship Management, Business Software

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