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published: 01 Jan 1998

  • Topic: Strategy
  • Industry: Home entertainment
  • Region: Global

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Abstract:
The home video-game market in Japan was relatively small and the market in the US was on the verge of collapse. In Japan, Nintendo could expect stiff competition from a number of companies in, or actively considering an entry in this market. This did not look a good time for Nintendo to make an entry. Conventional strategic thinking would suggest that it is a suicidal action to enter the market. In 1990, however, Nintendo’s sales would touch Yen 500 billion and its market value would exceed that of Sony, Japan’s legendary consumer electronics company. This case illustrates the evolution of strategic actions of Nintendo to depict how this seemingly impossible success has been achieved.

Pedagogical Objectives:
Contrast between conventional strategic logic vs. value innovation logic Depict the evolution of home video-game industry Describe how a new strategic thinking of Nintendo in a knowledge business has been played out against many conventional competitors

Keywords:
Asia

published: 01 Jan 1998

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

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Abstract:
The case describes the turnaround of a moribund Scottish airport sold off by BAA, the leading airport operation in Britain. Although the air transportation industries are experiencing deregulation, which appears to favour rich incumbents, Prestwick Aviation Holdings Limited (PAH) manages to succeed where most observers predicted it to fail.

Pedagogical Objectives:
The case is an illustration of value innovation logic at work. Specifically, it aims to show how the adoption of a non-conventional strategic thinking enabled PAH to identify opportunities at Glasgow Prestwick which BAA did not recognise and to deliver superior value at lower costs for all the airport's users.

Keywords:
Airline, Uk

published: 21 Oct 1999

  • Topic: Strategy
  • Region: Europe

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Abstract:
One observes that despite the continued application of superior personal strategies and leadership throughout Napoleon’s lifetime, success eluded him in the end. A pattern is observed of meteoritic rise in the early stages (victories in the battle of Lodi, Marengo, Austerlitz) and a downfall later (Russian invasion, Waterloo). What is behind this rise and fall? Can any reasonable explanations be found? Exploring these questions is the motivation of this case.

Pedagogical Objectives:
The ultimate aim of the case is to realize that a good strategy should have both good content and good execution. To produce a good strategy, a proper interaction with people or more accurately, a proper decision-making process, during the strategy formulation is critical.

Keywords:
Corporate Governance, Value Creation, Strategy and Implementation

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published: 01 Feb 2001

  • Topic: Strategy
  • Industry: Retailing
  • Region: North America

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Abstract:
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack. The case Creating New Market Space in the US Auto Retailing Industry will show how some players, such as CarMax, AutoNation, Autobytel and iMotors have systematically broken away from the pack and have reshaped the contours of the US car retailing industry through their creative strategies.

Pedagogical Objectives:
Most companies focus on matching and beating their rivals and as a result develop strategies that tend to converge along the same basic dimensions of competition. These companies share an implicit set of beliefs about how to compete. They share a conventional wisdom about who their customers are and what they value and about the scope of products and services their industry should be offering. As the rivals try to outdo one another, they end up competing solely on the basis of incremental improvements in cost, or quality, or both. The objective of the case is not only to show specific ways by which creative strategies are conceived and put into action but also to demonstrate how these strategies recreated a hitherto unattractive industry, such as used car retailing in the US, into a rapidly growing industry.

Keywords:
Creating New Market Spaces, Value Innovation, Strategy, Creative Strategies, Internet, E-Commerce, Changing the Rules

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published: 15 Apr 2002

  • Topic: Strategy
  • Industry: Entertainment, Circus
  • Region: Global

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Abstract:
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts. The case reveals that the industry had become a red ocean with limited profit and growth potential. To achieve this, students are asked to address the following questions: 1) How would they assess the attractiveness of the circus industry in the early 1980s? What would you conclude from your industry analysis? 2) What were the factors the traditional circuses competed on? What made these factors more or less relevant over time? The second case (B), shows how one company, Cirque du Soleil reconstructed the industry to create a blue ocean. It is an excellent and important complement to the first case. A video called 'The Evolution of the Circus Industry' is available for free faculty download at www.blueoceanstrategy.com. This case has been featured on the ecch website, click to view the article. “The Evolution of the Circus Industry (A)” case has received the 2009 ECCH overall winning case award and won the Strategy and General Management category in the 2006 ECCH European Case Awards.

Pedagogical Objectives:
The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. The case series can be equally used individually in a standalone module on value innovation or as part of a sequence of three to four sessions. In both instances, the instructor can best use it to cover the following topics: (1) value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths analysis for creating new market space. A teaching note is available to accompany this cases series. A video clip free for instructor download is available at www.blueoceanstrategy.com. **ecch European Case Awards Category Winner 2006 and ecch European Case Awards Overall Winner 2009

Keywords:
Circus and Live Entertainment Industry, Value Innovation, Strategy, Blue Ocean Strategy, Creating New Market Space, Redefining Industry Boundaries

Prizes won:
- 2017 Case Centre Best-selling Case in Production and Operations Management
- 2016 Case Centre Best-selling Case in Strategy and General Management
- 2015 Case Centre Best-selling Case in Strategy and General Management
- 2014 Case Centre Best Selling Case in Strategy and General Management
- 2013 Case Centre Best Selling Case in Strategy and General Management
- 2012 ecch Best Selling Case in Strategy and General Management
- 2011 ecch Best Selling Case in Strategy and General Management
- 2010 ecch Best Selling Case in Strategy and General Management
- 2009 ecch Best Selling Case in Strategy and General Management
- Overall Winner of 2009 ECCH Awards

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published: 03 Jan 2003

  • Topic: Strategy
  • Industry: Telecommunications
  • Region: Global

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Abstract:
As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance with its novel i-mode services. Launched in February 1999, its i-mode service was an immediate and explosive success. DoCoMo came to exceed its parent company in terms of market capitalisation as well as potential for profitable growth as we enter the age of mobile Internet.

Pedagogical Objectives:
This case offers a value innovation perspective to analyze the success of i-mode with a particular emphasis on the business model used to exploit the i-mode innovation of DoCoMo. The case is designed to serve a variety of purposes in the 'value innovation and winning business ideas' teaching module of an MBA strategy course or executive education programme. The instructor can use the case to cover the following topics: (1) the value innovation logic; (2) the value curve and six paths framework; (3) the buyer utility map; and (4) the price corridor of the mass and the business model guide. Alternatively, the instructor can use it to specially cover the last three topics. A teaching note is available to accompany this case.

Keywords:
Telecommunications Industry, Value Innovation, Strategy, Blue Ocean Strategy, Winning Business Ideas, Creating New Market Space, Redefining Industry Boundaries, Mobile Internet, Information Technology

published: 01 Mar 2002

  • Topic: Strategy
  • Industry: Entertainment, Circus
  • Region: Global

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Abstract:
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths of other alternative industries, such as the theatre, Broadway shows and the opera, to offer a totally new set of utilities to more mature and higher spending customers. The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. The case series can be equally used individually in a standalone module on value innovation or as part of a sequence of three to four sessions. In both instances, the instructor can best use it to cover the following topics: (1) the value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths analysis for creating new market space. A video called 'The Evolution of the Circus Industry' is available for free faculty download at www.blueoceanstrategy.com. This case has been featured on our website, click to view the article. The case “Even A Clown Can Do It: Cirque du Soleil Recreates Live Entertainment (B)” has received the ECCH case award for Strategy and Management 2008.

Pedagogical Objectives:
The case series is designed to serve a variety of purposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme. The case series can be equally used individually in a standalone module on value innovation or as part of a sequence of three to four sessions. In both instances, the instructor can best use it to cover the following topics: (1) value innovation logic (as compared to industry and competitive analysis); (2) the concept of value curve; and (3) the six paths analysis for creating new market space. A teaching note is available to accompany this cases series. A video clip free for instructor download is available at www.blueoceanstrategy.com.

Keywords:
Circus and Live Entertainment Industry, Value Innovation, Strategy, Blue Ocean Strategy, Creating New Market Space, Redefining Industry Boundaries, Competition

Prizes won:
- 2018 Case Centre Best-selling Case in Strategy and General Management
- 2016 Case Centre Best-selling Case in Strategy and General Management
- 2015 Case Centre Best-selling Case in Strategy and General Management
- 2014 Case Centre Best Selling Case in Strategy and General Management
- 2013 Case Centre Best Selling Case in Strategy and General Management
- 2012 ecch Best Selling Case in Strategy and General Management
- 2010 ecch Best Selling Case in Strategy and General Management
- 2009 ecch Best Selling Case in Strategy and General Management
- 2008 ecch Best-selling Case in Strategy and General Management
- Winner of 2008 European Case Awards, Strategy and General Management Category

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published: 31 Oct 2008

  • Topic: Strategy
  • Region: Global

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Abstract:
The Blue Ocean Strategy implementation self-diagnostic is comprised of a series of probing questions that offer executive participants a practical tool for assessing the level of organizational hurdles that exist in their organization and the effectiveness of past and future strategies to overcome them. The diagnostic is divided into sections addressing the four key organizational hurdles (cognitive, resource, motivational, political) and one section on fair process.

Pedagogical Objectives:
The teaching objectives are: (1) to offer executive participants a practical tool to assess the level of organizational hurdles that exist in their organization; (2) to identify areas of improvement or challenges in the organization of the participant; and (3) to provide a period of self-reflection in which to link the participant's learning within the classroom with real world application. A teaching note is available to accompany this case.

Keywords:
Tipping Point Leadership, Fair Process, Blue Ocean Strategy, Cognitive Hurdle, Resource Hurdle, Motivational Hurdle, Political Hurdle

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published: 31 Oct 2008

  • Topic: Strategy
  • Region: Global

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Abstract:
The Blue Ocean Strategy Implementation Scenario Case offers a set of interactive group scenarios which are designed to deepen the participants' understanding of Blue Ocean Strategy implementation principles. Using the five scenarios participants work in teams as they learn to apply key concepts of tipping point leadership and fair process. The five settings (health insurance, manufacturing, government, banking and politics) show how Blue Ocean Strategy implementation principles apply at different organizational levels to overcome the four key implementation hurdles (cognitive, resource, motivational and political).

Pedagogical Objectives:
The teaching objectives are: (1) to deepen participants' understanding of Blue Ocean Strategy principles; (2) to learn how to apply key concepts of tipping point leadership and fair process; and (3) to understand how Blue Ocean Strategy implementation principles can be applied at different organizational levels, and how they can be applied to overcome the four key organizational hurdles (cognitive, resource, motivational and political). A teaching note is available to accompany this case which includes a template for running the breakout groups.

Keywords:
Tipping Point Leadership, Fair Process, Blue Ocean Strategy, Organizational Hurdle, Resource Hurdle, Motivational Hurdle, Political Hurdle, Cognitive Hurdle

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published: 31 Oct 2008

  • Topic: Strategy
  • Industry: Entertainment, Circus
  • Region: Global

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Abstract:
O Cirque du Soleil entrou com sucesso numa indústria do circo estruturalmente pouco atraente. Conseguiu reinventar a indústria e criou um novo espaço de mercado, desafiando as suposições convencionais quanto ao modo de concorrência. Procedeu à implementação da inovação do valor, pretendendo deste modo orientar-se para os grupos de compradores: das crianças (utilizadores finais do circo tradicional) aos adultos (compradores do circo tradicional). Nesse sentido, concebeu o seu projecto com base nos traços característicos de outras indústrias alternativas, como o teatro, os espectáculos da Broadway e a ópera, tendo como objectivo final o de oferecer um novo conjunto de serviços a clientes mais maduros e com mais poder de compra.

Pedagogical Objectives:
O pacote de ensino (constituído pleo caso A, um vídeo de 12 minutos e pelo caso B) foi concebido para responder a várias questões relacionadas com o módulo de ensino “Inovação do Valor e Criação de um Novo Espaço de Mercado”, o qual está integrado num curso de estratégia de MBA ou num programa educativo executivo. O caso tanto pode ser utilizado individualmente num módulo autónomo relativo à Inovação do Valor ou ainda, integrar-se numa sequência de três ou quatro sessões. Em ambos os casos, o professor poderá utilizá-lo conforme lhe for mais conveniente para abordar os seguintes tópicos: a lógica da Inovação do Valor (tal como comparada à Análise da Indústrica e da Concorrência), o conceito de Curva do Valor e Seis Métodos de Análise para a Criação de um Novo Espaço de Mercado.

Keywords:
A Indústria Do Circo E Do Entretenimento Ao Vivo, Redefinir Os Limites Da Indústria, Inovação Do Valor, Transferência De Indústria Para Indústria, Estratégia, Criar Um Novo Espaço De Mercado, Orientar a Negociação Simultânea (box), Concorrência

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