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published: 28 Jun 2019

  • Topic: Operations
  • Region: Asia

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Abstract:
This case showcases how access- and ownership-based business models segment the market based on useage heterogeneity, and how pricing equilibrium emerges from the resulting duopoly. It also shows, counter-intuitively, that access-based entrants may intentionally benefit from choosing “inferior” technology to soften price competition from ownership-based incumbents, even when the cost of technology is ignored.

Keywords:
Pricing, Access Versus Ownership, Segmentation, Servicization

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.

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: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 28 Jun 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
In less than five years The Global Informality Project evolved from a one scholar's dream to a global network-based research exercise uniting hundreds of people across the world. It produced two volumes of The Global Encyclopaedia of Informality, published by UCL Press in early 2018, a wiki-site and dozens of events around the globe. Within a year, the books were downloaded 40,000 times from 156 countries. Work on the first two volumes had been intuitive, experimental, and conducted without major funding. Editor-in-chief Alena Ledenva must now decide how to organize work on the third volume, form the team, secure funding, and re-define her own role.

Pedagogical Objectives:
The case offers a comprehensive description of how a global non-profit project is designed, planned and implemented, the challenges to overcome, the leadership practices used, and the role of networks in the project's implementation.

Keywords:
Leadership, Network Leadership, Project Management, Informal Networks, Teams and Teaming, Global, 'slow-Cooking' Method, Bottom-Up Management

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published: 28 Jun 2019

  • Topic: Marketing
  • Region: Asia

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Abstract:
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands. To do so requires a branding strategy that encompasses evolving economic, social, cultural and psychological trends in the vast emerging market, and a strategic approach to compete with the incumbents’ heritage and cachet. Titan must first identify its target customer segment(s) and develop a positioning that can accommodate a portfolio of products and sub-brands, and then devise an implementation plan for product development, advertising/promotion, pricing and distribution.

Pedagogical Objectives:
This case can be taught in a broad range of courses in undergraduate, MBA, EMBA, and executive education programmes. It fits well with courses such as Principles of Marketing, Marketing Management, Marketing Strategy, Brand Management, Branding Strategy, Emerging Markets Strategy, and other strategy-, marketing- and branding-related courses. The case can be used to illustrate: - How strategy flows from insights about customers—how economic, social and cultural changes shape customer psychology and behavior and how brand strategies should fulfil target customers’ needs. - How to craft effective brand positioning and translate this into concrete marketing mix actions. - How a new entrant can successfully compete with existing dominant players by leveraging its strengths and circumventing its weaknesses. - How domestic incumbents can effectively rival major multinationals (and vice versa. - How firms address challenges in rapidly changing emerging market contexts.

Keywords:
Branding, Perfume, Fragrance, India, Emerging Market, Marketing Strategy, Branding Strategy, Strategy, Marketing Management, Brand Management, Market Entry, Luxury, Consumer Psychology, Consumer Behaviour

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Abstract:
The case focuses on the challenges facing Arenga Rainforest Sugar, a non-profit organization in Indonesia, as it re-thinks its business model. The product (rainforest sugar) supports sustainable agriculture, unlike traditional plantation-driven models (for palm oil and rubber). In response to growing demand in developed markets for sustainable food products, senior management is keen to deploy the new business model across all aspects of the business. The case describes the context, current strategy, operations and financials. It allow for a forward-looking analysis (less common than ‘with hindsight’) where students assess the current context and recommend strategies with actionable plans. The multi-disciplinary approach brings in issues related to strategy, building a new supply chain and distribution model, creating new brand and product categories, adopting a results-oriented marketing and pricing model or implementing a sound operational model while supporting rainforest conservation.

Pedagogical Objectives:
This is potentially a “capstone” case for many courses, where students apply the learning from the course to develop recommendations going forward (strategies with actionable plans). For example, at the end of a course on distribution channels, students need to conceptualize a distribution plan that allows the company to capture more value (most of which is currently captured by retailers).

Keywords:
Strategy, Supply Chain, Sustainability, Operations, Marketing, Branding, Business Model Innovation, Cost Structure Analysis, Social Enterprise, Entrepreneurship, Alleviate Poverty, Economic Growth, Responsible Production, Pricing

published: 28 Jun 2019

  • Topic: Economics & Finance
  • Region: North America

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Abstract:
The cases deals with the acquisition by Disney of the Murdoch group and the strategies employed by the firms in the media industry to manage disruption.

Keywords:
Disney, Comcast, Murdoch, Family Firm, Media Empire, Disruption, Streaming, M&a, Acquisition, Synergies, Competitiveness, Profitability

published: 28 Jun 2019

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Abstract:
INSEAD alumnus Martin Murray is the inventor of waterdrop™, a cube made up of natural aromas, superfood extracts and vitamins that encourages people to drink more water by adding flavour. Although he initially builds a business on a lean budget, he knows that creating a unique brand is key for the success of his innovation. Not only is waterdrop in a category of its own – ‘a microdrink’ – but, unlike most drinks, the cubes can be sold online. With a product positioning ‘drink more water’, he tests the brand on his native Austrian market. The case follows Martin from the initial idea (prompted by the limited drinks range on-board a flight to Singapore) to recruiting a small team to launch what he believes will be a game-changer in the non-alcoholic beverage industry.

Pedagogical Objectives:
a) Brand identity and positioning for start-ups: How to build a strong brand identity with limited resources, leverage market trends and customer intelligence, and position a brand compared to competitors. b) Digital marketing and branding: How to build a brand across channels on a small budget, create engaging content for target segments, leverage social media for word-of-mouth and community marketing; gamification and mobile strategies. c) Customer-centric strategies: How to leverage consumer insights for new product ideas at low cost, and integrate seamless omni-channel strategies early on. d) Entrepreneurship challenges: Brand or product – deciding which is more important and where to invest resources. The advantages of start-ups (over incumbents) when entering an existing industry. How to grow brands internationally with limited resources; how much brand deviation can be afforded.

Keywords:
Microdrink, Food and Beverage, Digital Disruption, Lean Management, Agile, Entrepreneurship, Brand Identity, Digital Marketing, Digital Branding, Customer Centricity, Sustainability, Health

published: 31 May 2019

  • Topic: Entrepreneurship
  • Region: Global

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Abstract:
ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up. ByteDance leveraged capabilities in consumer-focused artificial intelligence (AI) to become one of the first Chinese Big Tech digital platforms to succeed outside China, notably in the US and India. The case focuses on the strategic value of predictive AI on the supply and demand sides of digital content, illustrating how AI-based tools enable the production of viral content and customized delivery and consumption. It compares the Chinese and US approach to AI, drawing a distinction between their implementation and innovative capabilities. Other issues include the internationalization of digital platforms, notably the management of inappropriate and illegal content in the respective institutional settings, and China’s unique approach to content filtering that combines AI with human censors. Competition with China’s other Big Tech companies - Tencent and Baidu - is also discussed. The case can also be used as a general introduction to artificial intelligence, including a brief history of AI (Section 2), categorization of AI applications (Section 3), and a comparison of AI in China and the US (Section 4).

Pedagogical Objectives:
This case teaches important lessons about artificial Intelligence, digital entrepreneurship, digital strategy, managing user-generated content, the globalization of big tech companies, and emerging markets.

Keywords:
Artificial Intelligence, Ai, Digital Entrepreneurship, Digital Strategy, Machine Learning, Emerging Markets, User-Generated Content, Platforms, Video, Mobile Apps, China, India, United States, Big Tech

published: 31 May 2019

  • Topic: Leadership & Organisations
  • Region: Asia

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Abstract:
This case describes the Tata Group’s governance and the role it played in overseeing 150 years of growth of the Tata empire of companies. The Tata Group is one of India’s premier and oldest industrial and services conglomerates in India. The Tata Trusts (charitable foundations) own two thirds of the Group; private investors own the rest of it. The Mistry family is the largest individual private shareholder. This case describes the evolution of the group’s governance and businesses leading up to the 2012 appointment of Cyrus Mistry, the first non-family group chairman, and the transformations he attempted during his four-year reign before he was suddenly fired by the previous group chairman, Ratan Tata, who continues to be chairman of the Tata Trusts.

Pedagogical Objectives:
This case illustrates how a business is affected and shaped by its governance, whether by family owners, and family or charitable trusts. It shows how owners define and intervene forcefully in governance for better or for worse. The owners’ primary responsibility is to establish clearly articulated and understood mission, values and governance procedures. Any ambiguity in these vital issues presents a “governance risk” and potential value destruction. This case emphasizes the degree to which key family members, rather than the board, play a decisive role in governing family-run businesses.

Keywords:
Corporate Governance, Industrial Groups, Ownership, Value Creation, Governance Risk, Reputation Risk, Internationalization, M&a, Leadership

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