This document presents a case study on Dell and its business model. It summarizes Dell's history starting as a small PC company in 1984 and adopting a build-to-order model. It analyzes how Dell's low inventory model saved it significant capital compared to competitors. The document also examines how Dell funded its growth internally in the mid-1990s through increasing asset efficiency, reducing liabilities, and decreasing short-term investments. Finally, it provides a forecast for Dell's performance in 1997.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Southwest Airlines was expecting delivery of two new planes and needed to decide how to operate them while preserving their unique culture. Southwest pioneered the low-cost carrier model with low fares, high frequency flights, and a focus on customer service. They prioritized hiring for attitude over skills and emphasized teamwork and employee ownership to build a fun and casual culture. The case discusses how Southwest could expand strategically while maintaining their low-cost advantages and culture.
BMW produced 5 short films called "The Hire" starring Clive Owen to promote its brand and vehicles. The films cost $15 million to produce and generated high viewership online. This document considers alternatives for BMW's next marketing initiatives, including producing more short films, making a feature-length film, or utilizing traditional marketing and developing computer games. It recommends the latter option to maximize the value of the existing films, engage younger audiences, and continue portraying BMW's technology-focused brand image in an innovative way.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The US wine industry in 2001 was characterized by a mature market with a few large players dominating the low price segment. The top 8 firms produced over 75% of the volume while approximately 2,500 other firms split the remaining 25%. It was difficult for new companies to enter the industry due to high startup costs, oversupply of grapes, and consolidation among retailers and distributors. A company considering entry would need to target the 90% of the population that did not regularly drink wine or create a new market segment. The best strategy would be a blue ocean approach to expand the market rather than compete in the already crowded premium and budget segments. Established players should also look to tap new demand and acquire distribution to grow. The industry
The document analyzes the Chase Sapphire Reserve credit card. It finds that the 100,000 point introductory sign-on bonus was a good investment for Chase as it will achieve a positive net present value within 6 years. However, to breakeven on costs, customers need to spend $1,408 annually on the card. The document recommends Chase reduce the intro bonus to 50,000 points, increase annual fees to match competitors, and lower the points redemption rate to 1.25x to improve profitability. It also suggests rejecting recent credit card applicants to reduce churners.
This document presents a case study on Dell and its business model. It summarizes Dell's history starting as a small PC company in 1984 and adopting a build-to-order model. It analyzes how Dell's low inventory model saved it significant capital compared to competitors. The document also examines how Dell funded its growth internally in the mid-1990s through increasing asset efficiency, reducing liabilities, and decreasing short-term investments. Finally, it provides a forecast for Dell's performance in 1997.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Southwest Airlines was expecting delivery of two new planes and needed to decide how to operate them while preserving their unique culture. Southwest pioneered the low-cost carrier model with low fares, high frequency flights, and a focus on customer service. They prioritized hiring for attitude over skills and emphasized teamwork and employee ownership to build a fun and casual culture. The case discusses how Southwest could expand strategically while maintaining their low-cost advantages and culture.
BMW produced 5 short films called "The Hire" starring Clive Owen to promote its brand and vehicles. The films cost $15 million to produce and generated high viewership online. This document considers alternatives for BMW's next marketing initiatives, including producing more short films, making a feature-length film, or utilizing traditional marketing and developing computer games. It recommends the latter option to maximize the value of the existing films, engage younger audiences, and continue portraying BMW's technology-focused brand image in an innovative way.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The US wine industry in 2001 was characterized by a mature market with a few large players dominating the low price segment. The top 8 firms produced over 75% of the volume while approximately 2,500 other firms split the remaining 25%. It was difficult for new companies to enter the industry due to high startup costs, oversupply of grapes, and consolidation among retailers and distributors. A company considering entry would need to target the 90% of the population that did not regularly drink wine or create a new market segment. The best strategy would be a blue ocean approach to expand the market rather than compete in the already crowded premium and budget segments. Established players should also look to tap new demand and acquire distribution to grow. The industry
The document analyzes the Chase Sapphire Reserve credit card. It finds that the 100,000 point introductory sign-on bonus was a good investment for Chase as it will achieve a positive net present value within 6 years. However, to breakeven on costs, customers need to spend $1,408 annually on the card. The document recommends Chase reduce the intro bonus to 50,000 points, increase annual fees to match competitors, and lower the points redemption rate to 1.25x to improve profitability. It also suggests rejecting recent credit card applicants to reduce churners.
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
Nestle Refrigerated Foods: Contadina Pasta & Pizza (A) - Case AnalysisNikhil Saraf
Nestle Refrigerated Foods (NRFC) was considering extending its successful Contadina pasta brand into refrigerated pizza. It had two options for the pizza product: "Pizza with Toppings" or "Pizza Only". Research showed the "Pizza with Toppings" concept was more popular with consumers but pricing may be too high. NRFC followed guidelines to develop new products through idea generation, testing, and evaluation. While the large pizza market presented an opportunity, launching the product required addressing challenges of price positioning and competition from Kraft.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Assessment of Apple's (sustainable?) competitive position / competitive advan...Alexander Georgi
The document assesses Apple's competitive position in the global smartphone market using the VRIO framework. It finds that Apple's strong brand name and marketing strategy give it a sustained competitive advantage. Another advantage is Apple's integrated product portfolio across devices like the iPhone, iPad and Macs, which creates switching costs for customers. However, while Apple pioneered integrated services across devices, competitors like Google are now offering similar services. The document also finds that Apple's research and development capabilities are on par with competitors like Samsung and HTC. Overall, Apple still has advantages, but faces pressure to innovate further to maintain its leading position against improving competitors.
Cisco and HP are major technology companies that compete in several areas including networking, servers, and cloud computing. Cisco was founded in 1984 and has over 72,000 employees, generating $48.6 billion in revenue in 2012. HP was founded earlier in 1939 and is larger with over 330,000 employees and $120 billion in revenue in 2012. Both companies spend billions annually on research and development. While competitors, they have also collaborated on some projects to address joint customer needs. Their rivalry exists in areas like cloud computing and networking switches.
This document provides a case analysis of Airborne Express, a former cargo airline and express delivery company. It includes an introduction to the company's history and operations, as well as analyses of Porter's 5 Forces, Airborne's competitive strategies, its costs relative to FedEx, pricing approaches, and recommendations for strengthening its position. The document evaluates how industry structure has changed over time and the impact on attractiveness. It also analyzes Airborne's strategy of focusing on corporate clients, lower pricing, and metropolitan areas to differentiate itself from competitors.
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
This document provides an overview of Optical Distortion Inc.'s plans to address cannibalism in the poultry industry by developing contact lenses for chickens. It discusses cannibalism issues in chickens and debeaking as a common solution. It then outlines ODI's lens technology, market analysis, pricing strategy, and break-even point analysis. ODI plans to enter key markets, target large farms, and initially price lenses at $0.28 per pair through a skimming strategy to maximize profits and fund R&D before competition emerges once their patent expires in 3 years.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
Volkswagen was embroiled in an emissions scandal when it was revealed in September 2015 that the company had installed "defeat devices" in 11 million diesel vehicles worldwide to cheat emissions tests. This caused Volkswagen's stock and brand perception to plummet, led to billions in fines and recalls costs, and sparked government investigations and lawsuits. The document provides details on Volkswagen's history and the timeline of events in the scandal, as well as the major financial and reputational impacts on the company and the responses from governments, the media, and consumers.
This document provides an analysis of Trader Joe's competitive strategy in the supermarket industry. It discusses how Trader Joe's achieves competitive advantages through various aspects of its business model, including maintaining low prices through private label products and bulk purchasing, keeping operations simple with few SKUs and small store formats, investing in employee training and benefits, and relying on word-of-mouth marketing rather than traditional advertising. The analysis examines Trader Joe's strategy using Porter's Five Forces and a value chain framework to illustrate how Trader Joe's unique approach has allowed it to carve out a profitable niche and maintain sustainability in the highly competitive grocery market.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
Southwest Airlines operates many flights through Baltimore-Washington International Airport (BWI). Flight F110 from Nashville to Baltimore was delayed, arriving at 8:55 instead of the scheduled 8:15. This caused some passengers to miss connecting flights. The document outlines the process for unloading and reloading bags from F110 and getting passengers to their connecting flights. It also discusses Southwest's culture of employee empowerment and teamwork compared to other airlines. Recommendations include improving the process for deciding whether to hold connecting flights, delegating cargo responsibilities, and enhancing new employee training.
Swiss International Air Lines is Switzerland's flag carrier airline, formed in 2002 after the bankruptcy of Swissair. It is headquartered at Basel-Mulhouse Airport near Basel and operates scheduled flights across Europe and to North America, South America, Africa, and Asia from its hub at Zurich Airport. Swiss International Air Lines is a subsidiary of Lufthansa and a member of Star Alliance, offering onboard services including snacks and Swiss chocolate on flights.
The document details 3 potential front cover images for a school sports magazine. The first image shows a tired football player on the bench alongside spectators, using a bounce flash effect. The second image shows an overhead view of a football game with most players' backs to the camera, adding suspense. The third image captures a player about to take a penalty shot, attracting viewers with suspense as to whether the shot will be missed or scored.
Merck developed Propecia to treat male pattern hair loss. Clinical trials found that 83% of men maintained their hair and 66% experienced regrowth within a year. However, some men saw no effect and stopping Propecia reversed benefits within a year. A small percentage of men experienced sexual side effects. The potential market was large since hair loss affected many men, but they were often unaware or resigned to it. Existing solutions like transplants, wigs, and Rogaine had limitations. Propecia faced challenges in targeting men just starting to lose hair who would benefit most, and overcoming concerns about side effects mentioned in advertising.
Nestle Refrigerated Foods: Contadina Pasta & Pizza (A) - Case AnalysisNikhil Saraf
Nestle Refrigerated Foods (NRFC) was considering extending its successful Contadina pasta brand into refrigerated pizza. It had two options for the pizza product: "Pizza with Toppings" or "Pizza Only". Research showed the "Pizza with Toppings" concept was more popular with consumers but pricing may be too high. NRFC followed guidelines to develop new products through idea generation, testing, and evaluation. While the large pizza market presented an opportunity, launching the product required addressing challenges of price positioning and competition from Kraft.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
IKEA faced environmental and social issues related to its global sourcing practices. In the 1980s and 1990s, IKEA dealt with formaldehyde scandals in its products from suppliers in Denmark and Germany. It responded by stopping affected product lines and working with suppliers on environmental criteria. In 1994, a child labor scandal emerged in Pakistan. IKEA apologized, consulted organizations, changed contracts to monitor suppliers, and appointed a third party to audit child labor. In 1995, a German TV report found child labor at an Indian supplier, Rangan Exports. IKEA terminated the contract but faced an ethical dilemma around the response. Recommendations included supporting Rugmark Foundation's monitoring efforts and improving IKEA's own supplier oversight to
Assessment of Apple's (sustainable?) competitive position / competitive advan...Alexander Georgi
The document assesses Apple's competitive position in the global smartphone market using the VRIO framework. It finds that Apple's strong brand name and marketing strategy give it a sustained competitive advantage. Another advantage is Apple's integrated product portfolio across devices like the iPhone, iPad and Macs, which creates switching costs for customers. However, while Apple pioneered integrated services across devices, competitors like Google are now offering similar services. The document also finds that Apple's research and development capabilities are on par with competitors like Samsung and HTC. Overall, Apple still has advantages, but faces pressure to innovate further to maintain its leading position against improving competitors.
Cisco and HP are major technology companies that compete in several areas including networking, servers, and cloud computing. Cisco was founded in 1984 and has over 72,000 employees, generating $48.6 billion in revenue in 2012. HP was founded earlier in 1939 and is larger with over 330,000 employees and $120 billion in revenue in 2012. Both companies spend billions annually on research and development. While competitors, they have also collaborated on some projects to address joint customer needs. Their rivalry exists in areas like cloud computing and networking switches.
This document provides a case analysis of Airborne Express, a former cargo airline and express delivery company. It includes an introduction to the company's history and operations, as well as analyses of Porter's 5 Forces, Airborne's competitive strategies, its costs relative to FedEx, pricing approaches, and recommendations for strengthening its position. The document evaluates how industry structure has changed over time and the impact on attractiveness. It also analyzes Airborne's strategy of focusing on corporate clients, lower pricing, and metropolitan areas to differentiate itself from competitors.
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
This document provides an overview of Optical Distortion Inc.'s plans to address cannibalism in the poultry industry by developing contact lenses for chickens. It discusses cannibalism issues in chickens and debeaking as a common solution. It then outlines ODI's lens technology, market analysis, pricing strategy, and break-even point analysis. ODI plans to enter key markets, target large farms, and initially price lenses at $0.28 per pair through a skimming strategy to maximize profits and fund R&D before competition emerges once their patent expires in 3 years.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
Volkswagen was embroiled in an emissions scandal when it was revealed in September 2015 that the company had installed "defeat devices" in 11 million diesel vehicles worldwide to cheat emissions tests. This caused Volkswagen's stock and brand perception to plummet, led to billions in fines and recalls costs, and sparked government investigations and lawsuits. The document provides details on Volkswagen's history and the timeline of events in the scandal, as well as the major financial and reputational impacts on the company and the responses from governments, the media, and consumers.
This document provides an analysis of Trader Joe's competitive strategy in the supermarket industry. It discusses how Trader Joe's achieves competitive advantages through various aspects of its business model, including maintaining low prices through private label products and bulk purchasing, keeping operations simple with few SKUs and small store formats, investing in employee training and benefits, and relying on word-of-mouth marketing rather than traditional advertising. The analysis examines Trader Joe's strategy using Porter's Five Forces and a value chain framework to illustrate how Trader Joe's unique approach has allowed it to carve out a profitable niche and maintain sustainability in the highly competitive grocery market.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
Tweeter etc. was a consumer electronics retailer operating in New England. It faced challenges in the 1980s-1990s from competitors offering lower prices and perceptions of Tweeter being expensive. Tweeter analyzed customer behavior and launched a three-pronged strategy including an Automatic Price Protection policy to match competitors' prices. This led to increased sales but some doubts remained about perceptions of its pricing. Tweeter also acquired stores in Philadelphia as it aimed to change its positioning from a high-end to a broadly competitive retailer.
Southwest Airlines operates many flights through Baltimore-Washington International Airport (BWI). Flight F110 from Nashville to Baltimore was delayed, arriving at 8:55 instead of the scheduled 8:15. This caused some passengers to miss connecting flights. The document outlines the process for unloading and reloading bags from F110 and getting passengers to their connecting flights. It also discusses Southwest's culture of employee empowerment and teamwork compared to other airlines. Recommendations include improving the process for deciding whether to hold connecting flights, delegating cargo responsibilities, and enhancing new employee training.
Swiss International Air Lines is Switzerland's flag carrier airline, formed in 2002 after the bankruptcy of Swissair. It is headquartered at Basel-Mulhouse Airport near Basel and operates scheduled flights across Europe and to North America, South America, Africa, and Asia from its hub at Zurich Airport. Swiss International Air Lines is a subsidiary of Lufthansa and a member of Star Alliance, offering onboard services including snacks and Swiss chocolate on flights.
The document details 3 potential front cover images for a school sports magazine. The first image shows a tired football player on the bench alongside spectators, using a bounce flash effect. The second image shows an overhead view of a football game with most players' backs to the camera, adding suspense. The third image captures a player about to take a penalty shot, attracting viewers with suspense as to whether the shot will be missed or scored.
The document discusses the paradox and unsustainability of capitalism. It notes that while capitalism currently provides for our survival through wages and services, it is also destroying the planet through issues like global warming, extinction, and war. The system requires endless growth but cannot last forever on a finite planet with ecological limits. There are proposals for post-capitalist economic systems to replace capitalism as it becomes obsolete. Possible futures discussed are militarized states and continued exploitation versus sustainable networks based on freedom and democracy. The conclusion calls for envisioning new ways of meeting needs sustainably and building a new world order.
Sara Abo Shady has over 9 years of experience in flavor development. She has worked as a Senior Flavorist and R&D Manager for a French company in Egypt, developing new products for savory, sweet, chocolate, and beverage applications. Sara has extensive experience matching and creating flavors for snacks, meat, dairy, and tobacco products. She has traveled extensively for training programs and laboratory testing. Sara holds a B.Sc. in Agriculture from Cairo University and is proficient in English, German, and Microsoft Office applications.
Este documento presenta información biográfica sobre Rosmary Alejandra Pérez Hernández. Indica que nació en Caracas, Venezuela el 8 de noviembre de 1995 y actualmente tiene 19 años de edad. También incluye detalles sobre su familia, estudios y gustos personales.
This project proposes a conceptual model for revolutionizing India's power system infrastructure. It suggests increasing renewable energy generation from solar, wind, and hydro sources. It also recommends implementing smart grid technologies and using HVDC transmission to interconnect renewable resources and reduce losses. The project aims to address issues like unreliable renewable availability and the high costs of upgrading the grid to support increasing electricity demand in a sustainable manner. A group of 10 electrical engineering students developed this conceptual model as their final year project.
The document discusses the structure and use of passive voice in English. It explains that passive voice structures involve using a form of the verb "to be" plus the past participle of the main verb, and that the subject receives the action rather than performs it. A variety of examples are provided to illustrate how to change sentences from active to passive voice for different tenses including present, past, future and modal verbs.
This ordinance proposes amendments to the existing stormwater management regulations to better protect local water resources. The amendments would update the regulations to current engineering standards and best practices. All new developments would be required to adhere to a new stormwater manual that addresses elements of the hydrologic cycle like groundwater recharge, water quality, and flow quantities. The manual establishes new requirements and standards for stormwater management plans, construction plans, drainage reports, and best management practices to minimize impacts on streams, springs, and groundwater.
Mr. Tamer el - Bahey - Leveraging open source intelligence v1.1promediakw
This document discusses how leveraging open-source intelligence (OSINT) can enhance cybersecurity detection capabilities. It describes the cyber kill chain model involving reconnaissance, delivery, compromise, command and control, lateral movement, and attack directives. It notes that 24% of security alerts and 19% of security incidents are associated with or discovered due to OSINT, highlighting its benefits of accuracy, timeliness, and automation. However, it also notes there are still challenges to address.
This document discusses key performance indicators (KPIs) for managers. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
The document discusses SSL (Secure Sockets Layer) and TLS (Transport Layer Security). It provides an overview of SSL, including its history and evolution. It describes the SSL handshake protocol and components of SSL certificates such as subjects, issuers, and digital signatures. It also discusses SSL attacks like POODLE and Heartbleed and problems with certificate authorities.
This document discusses plans and ideas for a music magazine focused on the rap/hip-hop genre called "Loaded". It includes examples of font styles, color schemes, and potential flat plans for the front cover and contents pages. Photoshoot ideas are proposed to portray music artists in an exaggerated style conveying dominance. Target audiences are identified as 16-30 year olds and the magazine will provide in-depth coverage of the rap/hip-hop industry including profiles of major stars and up-and-coming artists.
Big Digs - Site Development & Underground Solutions for Mining Agata Woźniak
The document is a presentation about site development and underground solutions for mining given by Armtec Infrastructure Inc. It discusses the use of corrugated structural plate for applications like mine haul roads, portals, and tunnels. It provides details on product types, design considerations, seismic design, construction process, and case studies of installations. The speakers are Doug Leitch and Glenn Smith from Armtec Drainage Solutions.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. The document also outlines steps for creating KPIs, such as defining objectives, identifying key result areas and tasks, and determining methods to measure results. Additionally, it discusses mistakes to avoid, such as creating too many KPIs or ones that do not change based on goals.
Dr. Almerindo Graziano - log maturity-compressedpromediakw
This document outlines a log management maturity model based on the Capability Maturity Model Integration (CMMI). It describes five levels of maturity for log management, from non-existent to quantitative, with the middle levels involving initial, managed, and defined approaches. Key aspects at each level include documentation of processes, roles and responsibilities, competence in log analysis, and emphasis on continuous process improvement. The model provides a framework for organizations to assess and improve their log management practices over time.
El documento describe los diferentes tipos de procesos, incluyendo procesos productivos que transforman materiales en bienes a través de operaciones planificadas, procesos de servicios orientados al cliente para lograr objetivos organizacionales, e identificación de procesos por proyecto, tareas, lotes, masa o de forma continua.
This document provides information about selling scrap gold, broken jewelry, old coins, and other precious metals to a company called Silver & Gold For Cash. It suggests selling these items to get cash for Christmas gifts and celebrations rather than spending money to repair broken gold jewelry. It lists the company's address and provides a website where more information can be found about selling precious metals to them for the best deals.
Swissair was founded in 1931 and operated until 2002 when it declared bankruptcy. It pursued an ambitious acquisition strategy in the late 1990s instead of partnership agreements, taking on huge debt. High labor costs in Switzerland and an economic downturn exacerbated its financial troubles. Despite negotiations with banks for further loans, Swissair was unable to secure additional funding and had to ground all flights in October 2001, declaring bankruptcy shortly after. Political influence and a lack of independent corporate governance contributed to poor strategic decisions that ultimately led to Swissair's collapse.
This document provides an overview of several European airlines discussed in a case. It describes how post-WW2, small airlines in Europe converted to national flag carriers and focused on international routes. Regulations like IATA fixed fares and pooling agreements divided capacity and revenues between flag carriers. Deregulation in the US and Europe in the 1970s-80s led to more competition from low-cost carriers. British Airways privatized and cut costs in the 1980s. Aer Lingus diversified beyond its initial Ireland-UK routes. Ryanair was innovative by leasing excess capacity and offering very low fares on Dublin-London routes.
The document discusses Europan Airlines' strategic responses to the COVID-19 pandemic. It summarizes that airlines took measures like retrenchment to cut costs, persevering to preserve operations, and innovating through strategies like converting passenger planes to cargo. National governments played a prominent role by providing state aid to airlines to help them persevere and innovate. This state intervention may reset the convergence of business models between network carriers and low-cost carriers and cement the industry structure in Europe in the short term by preventing further consolidation.
British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have gained market share. British Airways' CEO recently warned employees that the airline faces potential bankruptcy if unions do not accept voluntary redundancies, as the company lost £401 million last year in a downturn worse than expected.
British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have pressured its profits and forced it to overhaul its strategy. The CEO recently warned employees that British Airways faces potential bankruptcy if unions do not accept voluntary redundancies due to losses from the industry downturn.
Managing change in EU cross border mergers and acquisitions: A critical analysisNsikak Ituh
This document summarizes the key factors in successful cross-border mergers and acquisitions in the European Union based on two case studies. The merger of Air France and KLM is presented as a successful example due to the companies' emphasis on maintaining separate brands and cultures while achieving synergies. Care was taken to balance representation from both companies and avoid redundancies. The merger of Impress, a metal packaging company, grew through strategic acquisitions that strengthened capacity and proximity to customers. Both cases demonstrate the importance of respecting separate corporate cultures and identities while integrating operations where mutually beneficial.
ESMT–315–0165–1 ES1651 This case study was prepared .docxrusselldayna
ESMT–315–0165–1
ES1651
This case study was prepared by Urs Müller and Francis Bidault of ESMT European School of Management and
Technology. Sole responsibility for the content rests with the author(s). It is intended to be used as the basis for
class discussion rather than to illustrate either effective or ineffective handling of a management situation.
Copyright 2015 by ESMT European School of Management and Technology, Berlin, Germany, www.esmt.org.
ESMT cases are distributed through Harvard Business Publishing, http://hbsp.harvard.edu, and The Case Centre,
http://www.thecasecentre.org.Please contact them to request permission to reproduce materials.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or
otherwise - without the permission of ESMT.
November 19, 2015
ESMT Case Study
Dealing with low-cost competition in
the airline industry (A):
The case of Lufthansa
Urs Müller
Francis Bidault
Introduction
Early 2002 Germany’s Deutsche Lufthansa (DLH) was Europe’s most successful airline and a fully
privatized group with about 380,000 shareholders. In IATA rankings, Lufthansa achieved top spots in
both scheduled passenger and freight traffic. Lufthansa carried some 46 million passengers in 2001.
The summer 2002 route network covered 327 destinations in 89 countries. The Lufthansa fleet
totaled more than 300 jet aircrafts. With an average age of 7.8 years, it was one of the youngest and
most environmentally friendly airlines in the industry. The aircraft were kept in pristine condition by
Lufthansa Technik. With hubs in Frankfurt and Munich, the carrier was part of the Star Alliance global
airline network that included United Airlines, Air Canada, and All Nippon Airways. Lufthansa also had
interests in travel-related businesses, including ground services, IT services, catering, and leisure
travel services.
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ESMT–315–0165–1 Dealing with low-cost competition in the airline industry (A):
The case of Lufthansa
2
Despite the successful turnaround in the 1990s Lufthansa was facing new threats: the burst of the
“New.
1. The document provides a history of Daimler Chrysler Aerospace, which was formed through various mergers and acquisitions of aerospace companies in Germany.
2. In 2000, Daimler Chrysler Aerospace merged with Aerospatiale-Matra of France and CASA of Spain to form the European Aeronautic Defence and Space Company (EADS).
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EasyJet is a British airline headquartered in London that carries more passengers than any other UK-based airline. It has seen rapid expansion since 1995 through acquisitions and new routes, and now operates over 180 aircraft across 20 European bases. In 2009 it carried over 45 million passengers, making it the second largest low-cost carrier in Europe behind Ryanair.
EasyJet is a British airline headquartered in London that carries more passengers than any other UK-based airline. It has seen rapid expansion since 1995 through acquisitions and new routes, and now operates over 180 aircraft across 20 European bases. EasyJet carried over 45 million passengers in 2009 and is the second largest low-cost carrier in Europe behind Ryanair.
The document summarizes the organizational development process at Airbus Industries. It discusses the 5 stages of organizational development: 1) anticipating need for change, 2) developing practitioner-client relationships, 3) diagnostic phase, 4) action planning, and 5) self-renewal and monitoring. It then provides background on Airbus, issues with the A380 project, a 2007 restructuring that cut 10,000 jobs, and improvements in delivery times and orders since then.
I. Critically discuss the changes that Qantas implemented to become one of the profitable airlines in the world.
II. Identify the development features and evaluate their impact on Qantas success.
III. What challenges will Qantas will face in the 21 century? What change initiatives would you recommend for Qantas?
This document provides an overview of Lufthansa Airlines, the largest airline in Europe. It discusses Lufthansa's history, operations, subsidiaries, and role as a founding member of the Star Alliance. It also describes the airline industry in general, noting it is fairly young but grew significantly during and after World War II due to advances in technology. The industry remains cyclical with typically low profit margins and is heavily impacted by fuel costs.
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2. AABBOOUUTT SSWWIISSSS AAIIRR
Swissair was for many years, the national airline of Switzerland.
It was formed from a merger between Balair and Ad Astra Aero ,
in 1931. For most of its 71 years, Swissair was one of the major
international airlines and known as the "Flying Bank" due to the
financial stability of the airline, hence regarded as a Swiss national
symbol and icon.
Advised by its long-term consultants, McKinsey, Swissair thought
it had a great strategy. Under the banner of the “Quali-flyer” group,
it sought links with other small European airlines: Sabena in
Belgium; three small French carriers, Air Littoral, AOM and Air
Liberté; LOTPolish Airlines; LTU in Germany; and TAP, Portugal's
flag carrier.
Burdened by over-expansion due to the controversial “Hunter
Strategy” in the late 1990s and after the economic downturn
following the September 11 attacks, Swissair’s assets dramatically
3. AABBOOUUTT SSAABBEENNAA
SABENA began its operations on 23 May 1923 as the national
carrier of Belgium. The airline was created by the Belgian
government. The first commercial flight of Sabena was operated
between Brussels and London (UK) on 1 July 1923.
At the outbreak of World War II in 1939, SABENA's fleet were18
aircrafts. During the war the airline managed to maintain their
Belgian Congo routes, but all European services ceased.
In 1990-95, After the liberalisation of the airline industry and
the Gulf War, it became apparent that Sabena had little chance of
surviving on its own in this very competitive market. The Belgian
government, the main shareholder of the company, began searching
for a suitable partner.
4.
5. And so another optimistic era began for the airline. This time , the
goal was for Swissair/Sabena to become the third most important
airline grouping in Europe by 2000 (after Lufthansa and British
Airways). To do that, however, meant breaking the POWER OF THE
UNIONS. In November 1995 the airline cancelled all labour
agreements with unions, leading to immediate strike action. The
union uproar at the move and a damaging strike eventually led to
the resignation of Godfroid. In April 1996 Swissair appointed Paul
Reutlinger as his replacement.
Reutlinger’s task was— cut costs by 4.7bn ($150m at the 1996
exchange rate) by 1998. Reutlinger’s policy was unveiled in June
1996- he gave the unions three choices — a 12% salary reduction,
1,270 job losses, or revised work schedules. Any one of these
would reduce labour costs by 2bn ($64m). The other 2.7bn ($86n)
saving was to come via restructuring (i.e. fleet rationalisation,
closing unprofitable routes, adding destinations, improving the
brand, developing the Brussels hub, and even spinning off cargo and
catering).
6. SSOOMMEE FFAACCTTSS ..
The name Sabena stands for the Societe Anonyme Belge
d'Exploitation de la Navigation Aerienne (Belgian Company for the
Exploitation of Air Navigation).
RRAAPPIIDD EEXXPPAANNSSIIOONN..
• Sabena was Europe's second oldest airline, having been set up in
1923.
• It launched transatlantic services in 1947, and in 1953 became the
first airline in the world to offer a scheduled helicopter service to
major European cities.
FFAAIILLEEDD RREESSTTRRUUCCTTUURRIINNGG..
The 1980s and 90s saw successive attempts to restructure the
airline as it struggled to come to terms with the liberalization which
spread through the industry. In the 1990s , Sabena was converted
into a private limited company, and in 1995 it signed a deal with
Swissair to collaborate more closely. This led to Swissair taking a
49.5% stake in Sabena, with the remaining 50.5% held by the
government. In April 2000, Swissair announced plans to increase
7. HUNTER STRATEGY OOFF SSwwiiSSSS
AAiiRR
• In the 1990s Swissair initiated the controversial “Hunter
Strategy”, a major expansion programme devised by the consulting
firm, McKinsey & Co. Using this strategy, Swissair aimed to grow its
market share through the acquisition of small airlines rather than
entering into alliance agreements.
• Swissair decided to acquire 49.5 percent of the very successful
Italian charter airline Air Europe, the unprofitable Belgian flag
carrier, Sabena and significant stakes in the carriers Air
Liberté, AOM, Air Littoral, Volare, LOT, Turkish Airlines, South
African Airways, Portugalia, etc. It later , promised to acquire 85
percent.
• During the so-called "Hotel agreement", signed on July 17, 2001,
Belgian prime minister Guy Verhofstadt met with Swissair
boss Mario Corti , who agreed to inject €258 million into SABENA.
9. Other than labour , cost savings in four key divisions —
cargo, catering, ground operations and technical were being
focused upon. Particular progress was being made in one area
— fleet rationalisation.
Belgian government, which owned a 50.5 per cent stake,
blamed the demise of its flag carrier as a political hhuummiilliiaattiioonn.
Even before 11 September, which provoked a slump in
business for major carriers, Sabena was on the verge of
financial ruin.
Some flight destinations of Sabena have been suppressed to
the advantage of Swissair flights. Great suspicions exist about
some expensive contracts with the Airbus manufacturers.
Sabena workers have given hundreds of examples of how the
Swissair shareholders have succeeded in enriching themselves
at the expense of Sabena and public money.
10. BBAANNKKRRUUPPTTCCYY -- RREEAASSOONNSS
FFOORR DDOOwwNNFFAALLLL ..
Sabena, Belgium's long-suffering national airline, filed for
bankruptcy on 7th Nov, 2001 , ending 78 years of service.
Sabena's bankruptcy ended a tradition of Belgian commercial
aviation that began in 1923. Although it built up a strong
network of routes in Europe and Africa, Sabena suffered from
labour unrest and high costs and accumulated more than 2bn
euros (£1.2bn) of debt.
Poor Profits…The airline had only once made a profit since
1958, and at the point of bankruptcy, it had debts estimated
at around $2bn (£1.4bn).
Diverse Fleet… The purchase of 34 new Airbus planes,
imposed by the Swiss, was a burden SABENA could not cope
with.
Hunter Strategy of Swiss Air… Aggressive Expansion for the
11. Too many accidents…
Poor service, union unrest, low load factors… high costs
and accumulation of more than 2bn euros (£1.2bn) of debt.
Privatization & Crisis of Airline Industry… due to the
Sept,11 terrorist attack .
Failure of living up to the contractual obligations by Swiss
Air… unable to honor its promise to finance the bulk of a
recapitalization for Sabena.
‘‘ Despite all the good work on fleet restructuring and cost–cutting,
Sabena still faced with the problem that Belgium was a high cost
base for any airline to operate in. ’’
13. STRATEGY is a high level plan to achieve one or more
goals under conditions of uncertainty.
Strategy is important because the resources available to
achieve these goals are usually limited. Thus, Strategy
generally involves setting goals, determining actions to
achieve the goals, and mobilizing resources to execute the
actions. A strategy describes how the ends (ggooaallss) will be
achieved by the means (rreessoouurrcceess). Strategy can be intended
or can emerge as a pattern of activity as the organization
adapts to its environment or competes.
Strategy typically involves two major processes
- FFoorrmmuullaattiioonn aanndd IImmpplleemmeennttaattiioonn. Formulation involves
analyzing the environment or situation, making the diagnosis,
and developing the guiding policy. Implementation refers to
the action plans to achieve the goals .
14. In this case, Swiss air tried to purchase the existing non
-profitable airlines (formulation). For this they used HHUUNNTTEERR
SSTTRRAATTEEGGYY where they started searching for the airlines and
partners for the purpose of acquisition. However, the strategy
did not benefit Swiss air in the intended manner. It suffered
from huge financial losses . Besides this, it became the reason
for the downfall of Sabena as well.
‘‘‘‘ FFAAIILLUURREE OOFF CCOORRPPOORRAATTEE GGOOVVEERRNNAANNCCEE AATT SSWWIISSSS AAIIRR ’’’’
The disastro us linkag e s with natio nal po litics be ing invo lve d in
g lo bal busine ss, trade asso ciatio ns, big companie s, o ve rstre tche d
strate g ic alliance s turne d Swiss air into an unto uchable symbo l.
We ak financial co ntro ls o f Swiss air which are e xtreme ly impo rtant
fo r a g lo bal strate g y impleme ntatio n.
Ig no rance and de tachme nt o f Swiss air manag eme nt in guag ing the
future and pre ve nting any disaste rs.
Inability to co pe with libe ralizatio n o f the aviatio n marke t and
o the r marke t co nditio ns that le d to new playe rs in the industry.
15. STRATEGY FAILURE –– SSWWIISSSS AAIIRR..
Wrong decisions of Swiss air-
-Staying as an independent airline.
- Buying stakes in smaller airlines.
- Become a partner of bigger European airline.
-Blindly following Mc Kinsey’s advices.
The dual strategy of Swiss air-
1.GROW Swiss air & become attractive partner for Delta
airlines
2.Becoming a global player in airline related business such as
catering, ground handling services and maintenance.
* To pursue ag g re ssive acquisitio n strate g y , it acq uire d Sabina
which alre ady had chro nic financial pro blems and a bad re putatio n
fo r po o r se rvice . *
16. STRATEGY FFAAIILLUURREE –– SSAAbbEEnnAA..
o FFAAIILLEEDD PPEEOOPPLLEE IIMMPPLLEEMMEENNTTAATTIIOONN - Sabena workers were
pressurised into accepting wage cuts (up to 17%), increase in
productivity through the intensification of work (up to 200%)
and of course, sackings. Sabena workers had a tradition of
struggle against those "sacrifice packages". But their unions
had always been on the defensive and had often justified the
sacrifices in return for "social plans" to help improve their
human cost. The division existed between the workers on the
one hand and their union leaders and the government on the
other. Sabena workers were not even informed by the
management about their sudden fate but by the media.
MMaannyy aaccttiivviissttss uunnddeerrssttoooodd tthhaatt SSaabbeennaa rreepprreesseenntteedd tthhee bbaannkkrruuppttccyy
ooff tthhee ppoolliiccyy ooff pprriivvaattiissaattiioonn bbyy tthhee ggoovveerrnnmmeenntt aanndd aallssoo tthhee
bbaannkkrruuppttccyy ooff tthhee ooffffiicciiaall uunniioonn ssttrraatteeggyy..
17. o INTERFERANCE BBYY GGOOVVEERRNNMMEENNTT -
Sabena, until 1995 a public monopoly in the airline industry,
was forced to open its capital to private shareholders. This
privatisation imposed on the company by the European Union
was to become the death knell of Sabena. After a wedding
with the French company Air France that ended rapidly,
Swissair proposed to be its partner. The Belgian state
maintained formally a majority share of a little more than
50%. In reality tthhee nneeww pprriivvaattee sshhaarreehhoollddeerr wwaass rruunnnniinngg
SSaabbeennaa wwiitthh tthhee ggoovveerrnnmmeenntt ttuurrnniinngg aa bblliinndd eeyyee ttoo tthheeiirr
pprraaccttiicceess..
The entry of Swissair is comparable to opening the door of
your house to an unscrupulous thief. Swissair had made a lot
of promises of investment but ran away with the money. The
pilots' association had warned and given detailed proof to the
government and the workers' unions of the modus operandi of
this plundering. None of them wanted to listen. Swissair had