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CaseLink for
Marcus: Management Strategy: Achieving Sustained Competitive Advantage
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 Front Matter
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| 3 pp.
| Preface
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| I. Managing Strategically
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| 19 pp.
| 1. Strategy Basics
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| 23 pp.
| Case — Microsoft in 2002
Author(s): Rukstad, Michael G.; Yoffie, David B.; Johnston, Carl; Levine, Tyrrell
Publication Date: 09/26/2001 Revision Date: 08/30/2005
Product Type: Case (Library)
Product Description: Examines Microsoft’s strategy and competitive position as it prepares to launch Windows XP. The discussion explores how Microsoft builds and sustains its competitive edge. May be used with: (9-700-071) Microsoft — 2000.
HBS Number: 9-702-411
Geographic Setting: Global Industry Setting: Software industry Number of Employees: 30,000 Gross Revenues: $30 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Competitive advantage; Software; Technology
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-702-459), 8p, by David B. Yoffie
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| 25 pp.
| Case — Andrea Jung and Avon Products in 2003: Accelerating the Transformation
Gamble, John E.
Just how good a CEO is Andrea Jung? What do you think of the moves she has made to accelerate Avon’s transformation? Is the cosmetics, fragrances, and toiletries (CFT) industry attractive and does Avon have the resources and competitive capabilities to succeed in this industry, in light of the prevailing competitive pressures and the forces that are driving industry change?
Publication Date: 2004
Geographic Setting: International Industry Setting: Cosmetics
Event Year Start: 1999 Event Year End: 2003
Courses: Business Policy; Marketing Course Sequence: Lead-Off/Business Strategy/Implementation
Subjects: Business Policy; Implementation; CEO; Leadership; Retailing; Marketing Strategy; Consumer Goods; Women Executives
Supplements: Teaching Note/Video
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| 11 pp.
| Case — The Solar Feeder
Brown, Lew G.; Abercrombie, Emily
An excellent small-company choice for a leadoff case-the company has a raft of problems, not the least of which are deciding on a long-term direction, setting performance targets, and devising a sound strategy. This case proves that strategy is just as relevant for small entrepreneurships as for world-renowned corporations.
Publication Date: 2001
Geographic Setting: U.S. Industry Setting: Consumer Goods
Event Year Start: 1996 Event Year End: 2000
Courses: Business Policy; Entrepreneurship Course Sequence: Lead-Off
Subjects: Business Policy; Entrepreneurship; Small Business
Supplementary Material: Teaching Note
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| 13 pp.
| Case — World Wrestling Federation (A)
Mannarelli, Thomas; Baty, Christopher
Is Vince McMahon, WWF’s founder and CEO, a clever and visionary entrepreneur or an unethical and ruthless “win-at-any cost” executive? Is the strategy he has pursued ethical and above board? What do you think of his leadership style? A very provocative multi-part case series that can be covered in one class period
Publication Date: 2000
Geographic Setting: U.S. Industry Setting: Entertainment
Event Year Start: 1971 Event Year End: 2000
Courses: Business Policy; Entrepreneurship Course Sequence: Lead-Off
Subjects: Business Policy; Entrepreneurship
Supplementary Material: Teaching Note
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| 26 pp.
| 2. External Analysis
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| 24 pp.
| Case — Cola Wars Continue: Coke vs. Pepsi in the Twenty-First Century
Author(s): Yoffie, David B.; Wang, Yusi
Publication Date: 01/11/2002 Revision Date: 01/27/2004
Product Type: Case (Library)
HBS Number: 9-702-442
Geographic Setting: United States and global Industry Setting: beverages Company Size: Fortune 500
Event Year Start: 2000 Event Year End: 2000
Subjects: Beverages; Competition; Corporate strategy; Industry analysis; Industry structure; International business
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-703-403), 11p, by David B. Yoffie
Product Description: Examines the industry structure and competitive strategy of Coke and Pepsi over 100 years of rivalry. New challenges of the twenty-first century included boosting flagging domestic cola sales and finding new revenue streams. Both firms also began to modify their bottling, pricing, and brand strategies. They looked to emerging international markets to fuel growth and broaden their brand portfolios to include noncarbonated beverages like tea, juice, sports drinks, and bottled water. For over a century, Coca-Cola and Pepsi-Cola had vied for the “throat share” of the world’s beverage market. The most intense battles of the cola wars were fought over the $60 billion industry in the United States, where the average American consumes 53 gallons of carbonated soft drinks (CSD) per year. In a “carefully waged competitive struggle,” from 1975 to 1995 both Coke and Pepsi had achieved average annual growth of around 10% as both U.S. and worldwide CSD consumption consistently rose. This cozy situation was threatened in the late 1990s, however, when U.S. CSD consumption dropped for two consecutive years and worldwide shipments slowed for both Coke and Pepsi. Considers whether Coke‘s and Pepsi's era of sustained growth and profitability was coming to a close or whether this apparent slowdown was just an
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| 21 pp.
| Case — Competition in the Global Wine Industry: A U.S. Perspective
Silverman, Murray; Castaldi, Richard M.; Baack, Sally; Sorlien, Gregg
Contains excellent data on the global wine industry and its move toward globalization. An excellent vehicle for drilling students in industry and competitive analysis and value chain analysis. Can be used as a stand-alone case or taught in conjunction with the Robert Modavi and; or Gallo Winery cases.
Publication Date: 2001
Geographic Setting: International Industry Setting: Wine and Spirits
Event Year Start: 1991 Event Year End: 2000
Courses: Business Policy Course Sequence: Business Strategy; International
Subjects: Business Policy; International Business; Industry Analysis
Supplementary Material: Teaching Note
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| 31 pp.
| Case — Elan and the Competition Ski Boat Industry
Nairn, Fiona; Strickland, A.J.
A splendid case for drilling students in doing industry and competitive analysis and SWOT analysis, critiquing management’s proposed strategy and financial projections, and proposing analysis-based recommendations. A case setting that should generate strong student interest. Works great as a written case or for oral team presentations.
Publication Date: 2001
Geographic Setting: U.S. Industry Setting: Boating
Event Year Start: 1975 Event Year End: 2001
Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy
Subjects: Business Policy; Entrepreneurship; Industry Analysis
Supplementary Material: Teaching Note
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| 20 pp.
| 3. Internal Analysis
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| 36 pp.
| Case — Grupo Garantia (A): A Case of Diversification
Ellis, R. Jeffrey; Lelyveld, Michael
Addresses the growth of this Brazilian "Grupo" from investment bank to a diversified group so common in emerging economies. Tackles interesting issues of strategic analysis, diversification, macroeconomics of emerging nations, and financial analysis.
HBS Number: BAB006 Type: Case (Library)
Publication Date: 1/1/1999 Revision Date: 6/12/2000
Geographic Setting: Brazil Industry Setting: banking, beer, food retail
Subjects: Business policy; Diversified companies; Emerging markets; International business; Investment banking; South America; Strategy implementation
Supplementary Materials: Supplement (Library), (BAB007), 5p, by R. Jeffrey Ellis, Michael Lelyveld; Supplement (Library), (BAB008), 4p, by R. Jeffrey Ellis, Michael Lelyveld; Teaching Note, (BAB506), 19p, by R. Jeffrey Ellis, Andre Kriger
Publisher: Babson College
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| 21 pp.
| Case — ZAP and the Electric Vehicle Industry
Gilinsky, Armand, Jr.; Ditizio, Robert
Is the small electric vehicle market attractive for the long-term? Are electric scooters and electric bicycles wave of the future products or are they likely to prove a fad? Is ZAP positioned to emerge as a strong competitor in small electric vehicles? An interesting case for use early in your module on business strategy. Drills students in using the tools of industry and competitive analysis and company situation analysis. Suitable for a written case or oral presentations.
Publication Date: 2001
Geographic Setting: U.S. Industry Setting: Electric Vehicles
Event Year Start: 1994 Event Year End: 2001
Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy
Subjects: Business Strategy; Entrepreneurship
Supplementary Material: Teaching Note
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| 17 pp.
| Case — Robert Mondavi Corporation
Silverman, Murray; Gilinsky, Armand; Guy, Michael
Does Robert Mondavi’s global expansion strategy make good sense? Does it have the resources and competencies to become a global competitor or would it be well-advised to concentrate on strengthening its domestic wine business?
Publication Date: 2001
Geographic Setting: California Industry Setting: Wine and Spirits
Event Year Start: 1966 Event Year End: 1999
Courses: Business Policy Course Sequence: Business Strategy
Subjects: Business Policy
Supplementary Material: Teaching Note
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| 15 pp.
| Case — ARCTIC CO-OPERATIVE LIMITED (B)
Lemmon JC; McGregor J
Arctic Co-operative Limited has community stores in the Northwest Territories (aboriginally owned). A financial crisis had developed and a recovery package was put in place. Company sales grew to $121 million, and the company now had 1500employees. Now the company is branching out to other services and less retail ventures, and must plan its future. Issues around core competencies, external environment and the company’s resource position are highlighted.
Ivey Number: 9A96J017
Publication Date: 4/12/1996 Revision Date: 3/10/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Large organization
Event Year Start: 1995
Subjects: Corporate Strategy, Diversification, Growth Strategy, Strategic Planning
Functional Area: General Management
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| II. Making Moves
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| 25 pp.
| 4. Timing and Positioning
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| 11 pp.
| Case — Competitive Dynamics in Home Video Games (A): The Age of Atari
Author(s): Coughlan, Peter J.; Freier, Debbie
Publication Date: 02/12/2001 Revision Date: 06/12/2001
Product Type: Case (Library)
HBS Number: 9-701-091
Geographic Setting: California Industry Setting: video games Gross Revenues: $2 billion revenues
Event Year Start: 1970 Event Year End: 1983
Subjects: Competition; Competitive advantage; Consumer electronics; High technology; Toy industry
Academic Discipline: Competitive strategy
Product Description: Tells the story of the rise and fall of Atari Corp., the dominant player in arcade and home video games in the 1970s and early 1980s. During this period, Atari grew from a $500 initial investment into a $2 billion in revenues per year enterprise, becoming the fastest growing company in the history of the United States. The wild ride came to a crashing halt in 1983, however, when the bottom dropped out of the video game market, partly as a result of Atari’s actions (or inaction). This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case. May be used with: (9-700-107) Note on Home Video Game Technology and Industry Structure; (9-700-110) Competitive Dynamics in Home Video Games (D): The 32/64-Bit Generation; (9-700-111) Competitive Dynamics in Home Video Games (E): The 128-Bit Generation; (9-701-092) Competitive Dynamics in Home Video Games (B): Nintendo Power; (9-701-093) Competitive Dynamics in Home Video Games (C): The Sega Genesis; (9-701-097) Competitive Dynamics in Home Video Games (G): Launching the Sega Saturn; (9-701-094) Competitive Dynamics in Home Video Games (D): The Nintendo Super NES; (9-701-095) Competitive Dynamics in Home Video Games (E): The Rise of 3DO and 32-Bit Gaming; (9-701-096) Competitive Dynamics in Home Video Games (F): The Fall of 3DO;
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| 9 pp.
| Case — Competitive Dynamics in Home Video Games (B): Nintendo Power
Author(s): Coughlan, Peter J.
Publication Date: 02/13/2001 Revision Date: 06/13/2001
Product Type: Case (Library)
HBS Number: 9-701-092
Geographic Setting: United States/Japan Industry Setting: video games Gross Revenues: 500 billion yen revenues
Event Year Start: 1985 Event Year End: 1991
Subjects: Competition; Competitive advantage; Consumer electronics; High technology; Toy industry
Academic Discipline: Competitive strategy
Product Description: Tells the story of Nintendo’s revival of the home video game industry in the mid-1980s and its dominance of the market in the late 1980s and early 1990s. Strategic issues addressed include the creation of value by sparking dormant demand and the capture of value relative to other players in the industry including competitors, buyers, suppliers, and complementors. This is part of a case series examining the competitive dynamics in the home video game industry from 1970 into the new millennium. A rewritten version of an earlier case. May be used with: (9-700-107) Note on Home Video Game Technology and Industry Structure; (9-700-110) Competitive Dynamics in Home Video Games (D): The 32/64-Bit Generation; (9-700-111) Competitive Dynamics in Home Video Games (E): The 128-Bit Generation; (9-701-091) Competitive Dynamics in Home Video Games (A): The Age of Atari; (9-701-093) Competitive Dynamics in Home Video Games (C): The Sega Genesis; (9-701-097) Competitive Dynamics in Home Video Games (G): Launching the Sega Saturn; (9-701-094) Competitive Dynamics in Home Video Games (D): The Nintendo Super NES; (9-701-095) Competitive Dynamics in Home Video Games (E): The Rise of 3DO and 32-Bit Gaming; (9-701-096) Competitive Dynamics in Home Video Games (F): The Fall of 3DO; (9-701-098) Competitive Dynamics in Home Video Games (H): The Demise of the Sega Saturn; (9-701-099) Competitive
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| 2 pp.
| Case — Competitive Dynamics in Home Video Games (C): The Sega Genesis
Peter J. Coughlan
Describes the launch of Sega’s 16-bit Genesis console in 1988 and its effect on competitor Nintendo. Teaching Purpose: Students try to figure out how Nintendo should respond and what decisions it should make in order to maintain its position in the market. A rewritten version of an earlier case.
HBS Number: 9-701-093 Type: Case (Library)
Publication Date: 6/13/2001
Geographic Setting: Japan Industry Setting: Video Games
Event Year Start: 1988 Event Year End: 1988
Subjects: Competition; Competitive advantage; Consumer electronics; High technology; Toy industry
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| 16 pp.
| Case — Azalea Seafood Gumbo Shoppe in 2004
Gamble, John E.
Azalea Seafood illustrates how a small enterprise employing a focused differentiation strategy can compete successfully in an industry of multi-brand food giants, plus it emphasizes the importance of an entrepreneur’s steadfast commitment to growing the business and continuously searching for new opportunities and the constraints of inadequate financial resources. A terrific small business case that works nicely in the first third of the course.
Publication Date: 2004
Geographic Setting: Alabama Industry Setting: Packaged Foods
Event Year Start: 1991 Event Year End: 2004
Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy
Subjects: Business Policy; Entrepreneurship; Industry Analysis; Small Business
Supplements: Teaching Note
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| 36 pp.
| Case — Nucor Corp. in 2001: Pursuing Growth in Troubled Steel Industry
Barnes, Frank C.; Tyler, Beverly B.
Is Nucor’s low-cost leadership strategy well suited to the tough market conditions prevailing in the steel industry? How bright are Nucor‘s growth prospects? Is now the time for Nucor to go on the offensive, acquire the assets of troubled steel producers at bargain prices, and overtake the longtime industry leader, U.S. Steel, as the biggest U.S.-based steel company? A classic example of why and how a low-cost leader can become the dominant player and earn respectable profits in an “unattractive” industry environment.
Publication Date: 2001
Geographic Setting: U.S. Industry Setting: Steel
Event Year Start: 1966 Event Year End: 2001
Courses: Business Policy Course Sequence: Business Strategy; Implementation
Subjects: Business Policy; Implementation; Industry Analysis
Supplementary Material: Teaching Note
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| 25 pp.
| 5. Mergers, Acquisitions, and Divestitures
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| 35 pp.
| Case — PepsiCo’s Acquisition of Quaker Oats
Gamble, John E.
What is your evaluation of PepsiCo’s “new” corporate strategy? Do Quaker‘s businesses have good strategic fit and resource fit with PepsiCo's businesses? Student familiarity with all the Quaker and PepsiCo products make this case work well in class. Very suitable for a written case or oral team presentations.
Publication Date: 2002
Geographic Setting: International Industry Setting: Beverages/Packaged Foods
Event Year Start: 2000 Event Year End: 2001
Courses: Business Policy; Marketing Course Sequence: Diversification
Subjects: Business Policy; Acquisitions; Corporate Strategy; Marketing Strategy; Product Portfolio Management
Supplementary Material: Teaching Note
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| 25 pp.
| Case — Diageo, PLC
Gilinsky, Armand Jr.; Castaldi, Richard
Diageo’s businesses included packaged foods (Pillsbury), quick service restaurants (Burger King), beer and ales (Guinness Stout, Bass Ale, and Harp Lager), and spirits (Johnnie Walker, Bell‘s, Gordon's Gin, Tanqueray, Smirnoff, and Bailey's); the company added wines to its lineup in 2001 through the acquisition of Joseph E. Seagram Company. Now Diageo must decide what to do about its strategy in the wine industry, as it divests its packaged foods and Burger King businesses and retrenches to become a wine and spirits company. Will the portfolio restructuring improve its performance prospects?
Publication Date: 2004
Geographic Setting: International Industry Setting: Wine and Spirits
Event Year Start: 1997 Event Year End: 2002
Courses: Business Policy Course Sequence: Business Strategy; Diversification
Subjects: Acquistions; Business Policy; Corporate Strategy
Supplementary Material: Teaching Note
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| 26 pp.
| Case — Smucker’s Acquisitions of Jif and Crisco
Gamble, John E.
Will the acquisition of Jif and Crisco allow J. M. Smucker to ultimately grow to $3 billion through a “three legged” growth strategy that included organic sales growth of existing brands, new product introductions, and further strategic acquisitions that fit within the company’s vision of owning and marketing number-one ‘’center of store‘' food brands, with an emphasis on North America? Smucker must compete with such global food giants as Nestl?, Kraft Foods, General Mills, Unilever, and Campbell Soup which had a much stronger portfolio of brands, thus giving them more negotiating power with large supermarket chains.
Publication Date: 2004
Geographic Setting: U.S. Industry Setting: Packaged Foods
Event Year Start: 2001 Event Year End: 2002
Courses: Business Policy; Marketing Course Sequence: Diversification
Subjects: Acquistions; Business Policy; Corporate Strategy; Product Portfolio Management
Supplementary Material: Teaching Note
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| 25 pp.
| 6. Globalization
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| 19 pp.
| Case — Philips vs. Matsushita: A New Century, a New Round
Author(s): Bartlett, Christopher A.
Publication Date: 09/21/2001 Revision Date: 11/06/2006
Product Type: Case (Library)
HBS Number: 9-302-049
Geographic Setting: Global; Europe; Japan Industry Setting: Electronics industry Company Size: large Number of Employees: 270,000 Gross Revenues: $40 billion-$60 billion revenues
Event Year Start: 1970 Event Year End: 2001
Subjects: Competition; Electronics; International operations; Multinational corporations; Organizational change; Organizational structure; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-810), 8 min, by Christopher A. Bartlett; Case Video, DVD, (9-302-811), 8 min, by Christopher A. Bartlett; Teaching Note, (5-302-063), 14p, by Christopher A. Bartlett
Product Description: Describes the development of the international strategies and organizations of two major competitors in the global consumer electronics industry. The history of both companies is traced and their changing strategic postures and organizational capabilities are documented. Particular attention is given to the major restructuring each company is forced to undertake as its competitive position is eroded. A rewritten version of an earlier case.
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| 22 pp.
| Case — Kentucky Fried Chicken and the Global Fast-Food Industry
Krug, Jeffrey
How rapidly should KFC pursue expansion in Mexico and Latin America, given the risks, the financial requirements, and the company’s other growth opportunities? An excellent first case for your module on strategies for competing in foreign markets.
Publication Date: 2001
Geographic Setting: International Industry Setting: Restaurants
Event Year Start: 1994 Event Year End: 2000
Courses: Business Policy Course Sequence: Business Strategy; International
Subjects: Business Policy; Industry Analysis; Country Analysis; Emerging Markets; International Business
Supplementary Material: Teaching Note
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| 30 pp.
| Case — Unilever’s Path to Growth Strategy: Is It Working?
Thompson, A.A., Jr.
Does it make strategic sense for Unilever to reshape its brand/product/business lineup from one that consisted largely of local and regional brands to one which is more strongly focused on global brands sold in most all country markets? Are there good strategic fits among the various parts of Unilever’s businesses/brands? Did Unilever pay too rich a price for its SlimFast, Ben and Jerry‘s, and Bestfoods acquisitions? Should we expect the three acquired businesses to perform better as part of Unilever than they would likely perform as standalone enterprises? What comes after the Path to Growth Strategy? What should Unilever's game plan be for the next 5 years?
Publication Date: 2004
Geographic Setting: International Industry Setting: Processed Foods
Event Year Start: 1999 Event Year End: 2003
Courses: Business Policy; Marketing Course Sequence: Diversification
Subjects: Business Policy; Acquisitions; Corporate Strategy; Product Portfolio Management
Supplements: Teaching Note
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| 25 pp.
| 7. Innovation and Entrepreneurship
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| 19 pp.
| Case — BONNY DOON VINEYARDS
Hillman AJ; Keim G; Glasgow K
A small, founder-centered business, increasingly facing competitive imitation of their core activities, is at a crossroads. Expansion opportunities for the winery include branching into retail, expanding its offerings of wines made to theirspecifications in Europe, and expanding their direct sales network of end customers to include non-Bonny Doon wines. In considering these options, the core competencies of Bonny Doon as well as the interests of its dynamic founder and leader, arecritical.
Ivey Number: 9B00A018
Publication Date: 26/07/2000
Geographic Setting: United States Industry Setting: Food and Kindred Products
Company Size: Small organization
Event Year Start: 2000
Subjects: Expansion, Entrepreneurship, Diversification, Growth Strategy
Functional Area: Marketing
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| 40 pp.
| Case — Howard Schultz and Starbucks Coffee Co.
Author(s): Koehn, Nancy F.
Publication Date: 02/13/2001 Revision Date: 09/30/2005
Product Type: Case (Pub Mat)
Product Description: Investigates the entrepreneur’s strategic initiatives to develop a mass market for specialty coffee in the 1980s and 1990s. These initiatives included the development of premium products, rapid expansion of company-owned stores — each with attractive retail environments and responsive customer service -- and, especially, the creation of a strong brand. Also devotes considerable attention to how Schultz built the Starbucks organization, examining the consistent emphasis that he and his colleagues placed on the company‘s relationship with its employees, how Schultz financed Starbucks' early expansion, how vertical integration ensured quality control, and how -- strategically and operationally -- the company managed its phenomenal domestic and international growth after 1993.
HBS Number: 9-801-361
Geographic Setting: Seattle, WA Industry Setting: Retail industry Number of Employees: 37,000 Gross Revenues: $2.2 billion revenues
Event Year Start: 1982 Event Year End: 2001
Subjects: Entrepreneurship; Innovation; Leadership
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-801-374), 12p, by Nancy F. Koehn, William Grundy
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| 21 pp.
| Case — Microsoft’s Xbox
Kittner, Joshua J.; Schilling, Melissa A.; Karl, Stephen
Can Microsoft overtake Sony in the video game console industry, and if so, what investments need to be made to succeed? Does Microsoft have a winning strategy? The case provides all the information to conduct a complete assessment of the external environment and Microsoft’s resource strengths and weaknesses. A good case for the middle or second half of your business strategy module.
Publication Date: 2004
Geographic Setting: International Industry Setting: Video Games
Event Year Start: 1999 Event Year End: 2001
Courses: Business Policy Course Sequence: Business Strategy
Subjects: Business Policy; Industry Analysis
Supplementary Material: Teaching Note
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| III. Repositioning
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| 17 pp.
| 8. Continuous Reinvention
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| 28 pp.
| Case — BANK OF MONTREAL (A): A VISION FOR THE FUTURE
White RE; Paul-Chowdhury C
Reflecting upon the bank’s performance over the last two years of his tenure, the CEO was pleased with the progress so far, particularly on the domestic side of the business. However, many international strategic opportunities remained to beaddressed. What should the bank be doing in the U.S. and with its U.S. subsidiary, the Harris Bank? As the investment banking business goes global, what should the bank do with its Canadian presence through its Nesbitt Thompson subsidiary.Furthermore, the bank‘s traditional corporate banking business was increasingly competing with investment bankers for the corporate and institutional business. The CEO felt that incremental change would not suffice. He wanted to present theemployees of the bank with a challenge - a vision of the future they could help create and that would help guide the organization's change process. (Two supplements to this case are available and address specific bank divisions - Bank of Montreal(B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, and Bank of Montreal (B2): A North American Corporate and Institutional Financial Services, Investment Bank Strategy, case 9A98M013.)
Ivey Number: 9A95M012
Publication Date: 17/11/1995 Revision Date: 23/01/2001
Geographic Setting: Canada/USA Industry Setting: Banking
Company Size: Large organization
Event Year Start: 1991
Subjects: Visioning, Corporate Strategy, Financial Institutions, International Business
Functional Area: General Management
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| 18 pp.
| Case — CAMPBELL SOUP COMPANY LTD.
Author(s): Crossan MM; Mark K
Description: The president and chief executive officer of a large food manufacturer is preparing his company’s strategic agenda for the next five years. One of the top five food manufacturers in Canada, the company went public and restructured its managementteam six years ago. The efforts were successful, resulting in an increase in the company‘s market share. Recent food industry trends, however, added "box" stores and private label brands to the domestic competition. At the same time, the terms ofthe Canada-U.S. Free Trade Agreement are expected to abolish food-related tariffs within two years, opening up competition from across the border. While the company has experienced success in the past five years, the president and chief executiveofficer needs a strategic plan that will take the company to the next level.
Ivey Number: 9B02M006
Publication Date: 4/25/2002 Revision Date: 5/6/2004
Geographic Setting: Canada
Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1989
Subjects: Strategy Development; Crisis Management; Communications; Change Management
Level of Difficulty: Undergraduate/MBA
Functional Area: General Management
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| 18 pp.
| Case — WESTJET LOOKS EAST
Author(s): J. Nick Fry; Rod E. White
Ivey ID: 9B00M036
Publication Date: 9/25/2000 Revision Date: 1/11/2010
Product Type: Case
Teaching Note: 8B00M36
Geographic Setting: Canada Industry Setting: Transportation Services Size: Medium Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic scope; Strategic planning; Competition
Major Disciplines: Entrepreneurship; General Management
Product Description: The management team at WestJet was reviewing its growth plans in light of an anticipated merger of Air Canada and Canadian Airlines. The merger would result in a near monopoly of domestic air travel in Canada and a new set of opportunities and challenges for the handful of smaller airlines in the country. Under the circumstances, WestJet was considering whether it should shift from its focus of building on its success in Western Canada and expand into the East. The management team must analyze how fast and how significant an entry would be necessary from a competitive standpoint, how fast and how significant an entry the company could digest, and in the longer term, WestJet’s prospects when competing against Air Canada and others.
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| 14 pp.
| Case — WALL STREET JOURNAL: PRINT VS. INTERACTIVE
Hillman AJ
One of Dow Jones & Company’s most respected brands, The Wall Street Journal, is threatened by Internet news providers, including their own Interactive Edition. The company is unsure whether the Interactive Edition will be a substitute or acomplement to the Print Edition. The case focuses on changing industry boundaries, new technology, potential cannibalization, and a threat to the company‘s traditional business model. Industry analysis of both print and interactive publishing isdiscussed, as is resource leveraging across the two formats.
Ivey Number: 9A99M030
Publication Date: 28/10/1999 Revision Date: 4/10/2001
Geographic Setting: USA Industry Setting: Printing, Publishing & Allied Industries
Company Size: Large organization
Event Year Start: 1999
Subjects: Industry Analysis, Business Policy, Product Strategy, Internet
Functional Area: General Management
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| Back Matter
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| 5 pp.
| Glossary
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| 8 pp.
| Index
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| 2008 copyright reserved |
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