Complete list of Teaching Materials (update) JUNE …...Olave tasked a group to study strategic alternatives. Their SWOT analysis was dismal: few strengths, weakness that included

COMPLETELISTOFTEACHINGMATERIALS

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Index

• IndianPremierLeague:CreatingaBlueOceaninaSportsEvent• NintendoSwitch:ShiftingfromMarket-CompetingtoMarket-CreatingStrategy• ABlueOceanShiftfromInsolvencytoExcellenceinHigherEducation:TurningAroundtheUniversidadProvadaBoliviana–AReflection

onMyJourneytoBlueOcean• AvoidingtheCompetitionforDecades:TheCaseofComicRelief• Park24:ReinventingtheShort-stayParkingIndustryinJapan• DrivingtheFuture:HowAutonomousVehiclesWillChangeIndustriesandStrategy• ExerciseForMarketCreationintheHighlyCompetitiveTravelIndustry• AMaestrowithoutBorders:HowAndréRieuCreatedtheClassicalMusicMarketfortheMasses• SuccessesandFailuresofAmazon’sGrowthStrategies:CausesandConsequences• Drybar:NoCut.NoColors.JustBlowouts!• Compte-Nickel:CreatingNewDemandintheRetailBankingSector• TheMarvelWay:RestoringaBlueOcean• JustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPolitics• BlueOceanFinance:TheEvolutionofCorporateTreasuryOperationsinthe21stCentury• Rehability(A):TheHighlyRegulatedGermanMedicalSuppliesIndustry’• Rehability(B):MorethanJustWheelchairs• TataNano'sExecutionFailure:HowthePeople'sCarFailedtoReshapetheAutoIndustryandCreateNewGrowth• TheNintendoWii:LessonsLearnedfromNoncustomers• ZAPPOS.COM(A):BringtheShoeStoretoyourHome• ZAPPOS.COM(B):StrategyPoweredbyCultureandPeople• SkypeintheVoice-over-IPIndustry:ACommerciallyViableBlueOcean?• Salesforce.com:CreatingaBlueOceanintheB2BSpace• HowApple’sCorporateStrategyDroveHighGrowth• MakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia• BlueOceanStrategyImplementation:LectureonTippingpointLeadershipandFairProcessinAction• BlueOceanStrategyImplementationSelf-diagnostic:TippingPointLeadershipandFairProcessinAction• BlueOceanStrategyImplementationScenarioCase:TippingPointLeadershipandFairProcessinAction

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• HowtoImplementBlueOceanStrategy• NTTDoCoMoI-Mode:ValueInnovationatDoCoMo• LessonsfromBreakthroughStrategicMovesOvertheLastCentury• HowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers(Gillette)• TheEvolutionoftheCircusIndustryCaseA• EvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentCaseB• CraftingWinningStrategiesinMatureMarket:theU.SWineIndustryin2001

Availableinforeignlanguages

• Chineseo 跨界大师：安德烈·里欧(André Rieu）如何开创了古典音乐的大众市场

o 亚马逊增长战略的成与败：原因与后果

o 漫威之路：重归蓝海

o 马戏产业的演变 (A)

o 制定成熟市场的优胜战略：2001 年的美国葡萄酒业

o 塔塔纳诺战略执行之殇：人民之车如何未能重塑汽车业并开创新增长

o 为 Wawa 而狂：蓝海零售

o 在竞争激烈的旅游业中创建市场的练习

• Spanisho Inclusounpayasopuedehacerlo:elCirqueduSoleilrecreaelespectaculoenvivo(B)o Laevoluciondelsectordelcirco(A)o ComolaestrategiadenegociodeApplehaimpulsadosufuertecrecimientoo ElmetodoMarvel:larecuperaciondeunoceanoazulo Unatransiciónalocéanoazul,delainsolvenciaalaexcelenciaenlaeducaciónsuperior:TransformacióndelaUniversidadPrivada

Boliviana:unareflexiónsobremitravesíahaciaelocéanoazul

• Koreano 블루오션시프트연습:경쟁이치열한산업에서시장창출하기o 마에스트로,경계를허물다:어떻게앙드레류는대중을위한클래식음악시장을만들었나o 아마존성장전략의성공와실패:원인과결과o 마블방식:블루오션의부활

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• Russiano Этопосиламдажеклоуну:CirqueduSoleilсоздаетновоецирковоеискусствоУчебнаязадачаБo Развитиецирковойиндустрии(A)

• Japaneseo サーカス産業の発展（A）

o 道化師にだってできる：シルク・ドゥ・ソレイユがライブ・エンターテインメントを再生ケース（B）

• Portugueseo Aevolucaodaindustriadocirco(A)o UmamudançaOceanoAzuldaInsolvênciaparaaExcelêncianoEnsinoSuperior:FazendoaviradanaUniversidadPrivada

Boliviana:UmaReflexãosobreaminhajornadaatéoOceanoAzul

• Frencho CompteNickel:Créerunenouvelledemandedanslesecteurbancairededétail

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CASEIndianPremierLeague:CreatingaBlueOceaninaSportsEvent

ABSTRACTLaunchedin2008,theIndianPremierLeague(IPL)hasreinventedwhatthegameofcricketandcricketleaguesmeanbytransformingthelong-windedgentlemen’sgameintoathrillingthree-hoursportsdrama.Theresulthasbeenthecreationofablueoceanofnewmarketspacethathasachievedtremendoussuccess,creatingall-newdemandforthesportnotonlyinIndia,butaroundtheworld.AttheIPLgames,peoplenotonlyseethebestandthehottestcricketplayersintheIPL’seightextravagantteams,theyarealsoentertainedbyBollywoodstarsshoutinganddancingwiththecheerleadersduringtheintermissions.Asaresult,theIPLopenedanewmarketspace,called“cricketainment,”inwhichcricketisplayedandenjoyedinacompletelydifferentway.Insodoing,theIPLbecamethemostpopularprimetimeTVshowforIndianfamilies,findingitstargetaudienceinnontraditionalcricketviewers.Theonlinecase“IndianPremierLeague:CreatingaBlueOceaninaSportsEvent”isaself-pacedcasestudythatletsstudentsanalyzethestrategiclogicbehindthelaunchoftheIndianPremierLeagueusingblueoceananalyticaltoolsandframeworks.Thiscaseunfoldsbyhavingstudentsreadashort,interactivecase,watchanexcitingvideoclip,andtaketwosetsofonlinequizzestotestwhattheyhavelearnedaboutitsblueoceanmarket-creationprocess.Giventhatthisisself-learningmaterial,itisgoodtoeitherprovidethecaseasawrap-upoftheBOSlearning,orconversely,asawarm-up.Thebackgroundnotecoversthe“peopleproposition”oftheIPL’sblueoceanstrategyastohowtheorganizationengageddiversestakeholders(franchiseesandplayers)tosuccessfullycreateanextravaganzaleaguefromscratch.Thiscanbedistributedascomplementaryreadingafterparticipantscompletetheonlinecasestudy.

CASE

Onlinecasebyrequest:atblueoceanstrategy.comBackgroundnotewillbeavailablesoon

ACCOMPANYINGMATERIALS

LectureSlidesisavailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE

N/A

CASENintendoSwitch:ShiftingfromMarket-CompetingtoMarket-CreatingStrategyABSTRACTNintendolanguishedinlastplaceduringtheconsolewarsoftheearlyaughts,withgameindustryanalystssuggestingtheKyoto-basedfirmexitthegamingconsolemarketaltogether.Instead,Nintendousedblueoceanstrategytoredefinemarketboundariescreatingthebestsellingvideogameconsoleever,theNintendoWii.Targetingnoncustomers,theWiioutsoldSony’sPlayStationandMicrosoft’sXboxcombineduntilanewmassivelydisruptivetechnologywasintroduced,smartphonesandtablets.Mobiletechnologytargetedthesamenoncustomers,offeringeasy-to-understandgamesandcontrols,andWiisalessuffered.Nintendoinitiallyrespondedbyintroducingtheirowntablet-likeconsole,theWiiU,apoorcopyofthetabletexperiencethatprovedadismalfailure.Steppingback,NintendoagainusedblueoceanstrategytovalueinnovatetheNintendoSwitch,theonlyconsoletooutpacetheWiiinsales.Nintendo

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alsovalueinnovatedbymovingintoadjacentmarkets,workingwithbusinessestheyheldaminoritystakeintoreleasethewildlypopularPokémonGoandothermobilegames.

CASE

Harvard:IN1575-PDF-ENGCaseCentre:no.319-0117-1INSEAD:05/2019-6486


N/A

TEACHINGNOTE

Harvard:IN1575-PDF-ENGCaseCentre:no. 319-0117-8 INSEAD: 05/2019-6486

CASEABlueOceanShiftfromInsolvencytoExcellenceinHigherEducation:TurningAroundtheUniversidadProvadaBoliviana–AReflectiononMyJourneytoBlueOceanABSTRACTTheUniversidadPrivadaBoliviana(UPB),thePrivateUniversityofBolivia,wasfoundedin1993.Notlongafter,inthelate1990s,civilunresteruptedwithcocagrowersbattlingpoliceinthestreetsoutsidethecampus.Studentsandfacultyfled,thepriorPresidentretired,andUPBwasfunctionallyinsolvent.ManuelOlavewashiredasRector(President)in1999tosalvagethestrugglingschool.Olavetaskedagrouptostudystrategicalternatives.TheirSWOTanalysiswasdismal:fewstrengths,weaknessthatincludedcivilunrestandpoliticaluncertainty,andthreatsfromolderandmoreestablishedschools.Also,theschoolwasfunctionallybankrupt.Olavepivotedinsteadtoblueoceanstrategy,usingthetheory,toolsandprocessofBlueOceanStrategyandBlueOceanShifttoredefinemarketboundaries.Theresult?In2019UPBisatfullenrollmentwithcampusesintwoBoliviancitiesandconstructionofathirdcampusunderway.UPBisnowrankedasthebestbusinessschoolintheircountry,andin2017rosetonumber22intopbusinessschoolsinLatinAmerica.Itsalumniholdleadershippositionsincompaniesinitscountryandmoveupfastintheircareers.Intermsofacademicstrength,theschoolnowhasnumerousresearchcentersdirectedbyPhDsfromprestigiousuniversitiesandalsooffersdoctoratesinbusinessandeconomics.Andtheuniversityhasmorethantripleditsstudentbodyandmovedfromfinanciallossestoasoundfinancialfooting.AjointdegreewiththeUniversityofLondonisscheduledtogoonlinein2020.

HowdidOlaveachievethisblueoceanshift?Findoutinthecase“ABlueOceanShiftfromInsolvencytoExcellenceinHigherEducation.TurningAroundtheUniversidadPrivadaBoliviana:AReflectiononMyJourneytoaBlueOcean.”Includedisafirst-handvideointerviewwithManuelOlavedescribinghisblueoceanshift.

CASEHarvard:IN1542-PDF-ENGCaseCentre:no.319-0017-1INSEAD:01/2019-6460

Otherlanguages:SpanishandPortugese


VideoClipisavailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE


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CASEAvoidingtheCompetitionforDecades:TheCaseofComicRelief

ABSTRACTOnMarch15th,2019,streetsandofficebuildingsacrossBritainwillbefilledwithpeoplewearingrednosestakingonchallengestoraisemoneyforthecharity,ComicRelief.Foundedin1985,ComicReliefleapfroggedexistingUKfund-raisingcharitiesandemergedasoneofthemostdistinctivecharitiesintheUKthatalsoenjoysthelowestcosts.Inanovercrowdedindustrythatsufferedrisingcosts,decliningdemand,andapublicconfusedbythesheernumberoffundraisingcharities,ComicReliefrapidlyachieved96percentnationalbrandawareness.In16events,theyraisedover£1billionbyinspiringeveryonefromtraditionalwealthydonorstopreviousnondonors,includingchildren,togive.Now,morethan30yearsafteritscreation,thereisstillnocredibleimitatortoComicReliefintheUK.

ThecaserevealshowComicReliefgainedstronginsightintohowtocreatenewdemandbylookingtonondonorsandwhatturnsthemoffandwhataretheblockstoutilityrelatedtogiving.ThiscasealsoreviewstheconsiderablebarrierstoimitationbehindtheenduringsuccessofComicRelief:thealignmentofthethreestrategypropositions–value,profit,andpeople.

Instructorscanusethecasetoteachtheconceptofnoncustomersandhowtocreateallnewdemand;howtobuildasustainableadvantagebyaligningthethreestrategicpropositionsofvalue,profitandpeopleandtoexplorethedifferencebetweendisruptionandwhatChanKimandRenéeMauborgnecall“nondisruptivecreation”.

CASE



VideoClipAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE


CASEPark24:ReinventingtheShort-stayParkingIndustryinJapan

ABSTRACTThecasereviewshowtheJapanesecompanyPark24reinventedtheshort-stayparkingindustryinJapanandexpandeditovertheyears,establishingitselfastheunchallengedmarketleader.Hithertoshort-stayparkinginJapanwaslargelyprovidedasapublicservice.Shortageoflandandthehighpriceofrealestateexplainedthesevereshortageofcityparkingspacewasduetolandscarcityandloftypricesoflandresources.Park24sawthatthesolutionwasnotbuildinggiganticmulti-storeycarparksbutmakingparkinglotsavailableeverywherepeoplewentandaccessibleanytimeoftheday.Drawinginsightsfromtheconveniencestoreindustry,Park24lookedforsmallplotsnearpopulardestinationsandlaunchedalow-cost,secureandautomatedparkingservicecalledTimes.RolledoutrapidlyacrossJapan,itfundamentallyredrewthelandscapeoftheshort-stayparkingindustry.Park24’sblueoceanmoveshowshowanondisruptivemarket-creatingapproachcanopenupnewvalue-costfrontiers,newdemandandhighgrowth.

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CASE



VideoClipandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE


CASEDrivingtheFuture:HowAutonomousVehiclesWillChangeIndustriesandStrategy

ABSTRACTWaymo,theself-drivingcardivisionofGoogle,hasordered82,000self-drivingcarsfordeliverythrough2020.CruiseAutomation,fromGeneralMotors,isperfectingtheirownfleet.Countlesscompaniesaredrivingfull-throttleintothefuture.Thiscaseexploreswhetherself-drivingcars(autonomousvehiclesorAVs)arearedoeanorblueoceanopportunity,andexplainsthedifferencebetweentechnologicalinnovationandvalueinnovation.Itwillpromptstudentstothinkaboutdisruptiveinnovationandnondisruptivemarketcreation,andwhyinventorsofmajortechnologicalinnovationsthroughouthistoryhaveoftenfailedtomeaningfullymonetizetheirinventions.

CASE



N/A

TEACHINGNOTE

CaseCentre:no.318-0194-8INSEAD:07/2018-6417

CASEExerciseForMarketCreationintheHighlyCompetitiveTravelIndustry

ABSTRACTThishighlypopularexerciseallowsparticipantstoactuallyapplytheconcept,frameworks,andprocessofblueoceanshifttooneofthemostcompetitiveindustries–thetravelindustry.Usingworksheets,participantswilltakeastep-by-stepapproachtosystematicallyshifttheirstrategiclogicfromcompetingtocreatingandapplytheprocessesandtoolsofblueoceanshifttothetravelindustry.Thecaseincludesareal-lifeexampleofasuccessfulblueoceanshiftinthetravelindustryandisaccompaniedbyafirsthandvideointerviewwithDongGunLee,CEOofMyRealTrip,aKoreancompanythatchallengedthetravelindustry’slongexistingassumptionstoopennewmarketspace.

CASE



OnePageSummary,Worksheets,interviewvideoandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE


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OtherLanguages:Chinese,Korean

CASEAMaestrowithoutBorders:HowAndréRieuCreatedtheClassicalMusicMarketfortheMasses

ABSTRACTForseveraldecades,theclassicalmusicindustryhasbeenindecline.Yet,AndréRieuandhisJohannStraussOrchestrastandapart.Whiletheindustrystruggles,AndreRieuhasbeenontheBillboardTop25Tourslistfornearly2decadesandmorethan40millioncopiesofCDsandDVDssold.

Explorethecompetitivepracticeoftheclassicalmusicindustry.DiscoverhowAndreRieugainedinsightintounlockingnewdemandbylookingtononcustomersofclassicalconcerts.LearnhowAndreRieureconstructedmarketboundariesbetweenclassicalmusicandpopconcerts,creatingablueoceanofvastnewdemand.

Thiscasecomeswithateachingnote,alectureslidepackandtwovideos:oneontheconventionalclassicalmusicconcerts,andoneonAndréRieuthatshowstheblueoceanhecreated.

CASE

Harvard:IN1380-PDF-ENGCaseCentre:no.317-0302-1INSEAD:08/2017-6304 Other Languages: Chinese, Korean



TEACHINGNOTE


CASESuccessesandFailuresofAmazon’sGrowthStrategies:CausesandConsequences

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ABSTRACTStartedasanonlinebookstore22yearsearlier,Amazonhadachievedunceasinggrowth,becomingthelargestinternetbookstore,thelargestonlinemarketplace,aglobalmediacompany,andthemostsuccessfulITserviceprovider.In2015,theonlineretailerexpandedtothebrick-and-mortarretailbusiness,launchingAmazonBooksacrosstheUSandbeta-testingAmazonGoinSeattle.AsofMay2017,Amazonwasranked‘themostinnovativecompany’andtheworld’sfourth-largestcompanybymarketcapitalization.

Toachievethismulti-facetedgrowth,Amazonhasmadecountlessstrategicmoves.ThecaseexploresAmazon’s20-yearpathforgrowthandintroducesbothsuccessfulandfailedstrategicmoves.SuccessfulstrategicmovesareMarketplace,Prime,AmazonWebServices,andKindle;failedstrategicmovesareAuctions,A9SearchEngine,Endless,andFirePhone.Itanalyzescommonalitiesanddifferencesamongthem;totherebyunderstandtherootsofthecompany’shighandpoorperformance.BlueoceanstrategyconceptsareappliedtoanalyzeAmazon’smarket-creatingstrategiclogicforfuturegrowth.

CASE

Harvard:IN1397-PDF-ENGCaseCentre:no.317-0347-1INSEAD:09/2017-6340Other languages: Chinese, Korean


One-pageSummaryandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE


CASEDrybar:NoCut.NoColors.JustBlowouts!

ABSTRACTDrybarwas launched in2010with the taglineof “Nocuts.Nocolor. JustBlowout!”byahair stylistAlliWebbandherbrother,Michael Landau.Blowoutservicehadlongbeenprovidedinmosthairsalons,butitwasconsideredanadd-onserviceoraninfrequentstand-aloneservicerequestthatdidnotincurasignificantandconsistentrevenuestream.YetAllirecognizedanuntappedbusinessopportunityinblowoutservicesandsheturnedthisopportunityintoa$70millionbusinesswith55locationsacrosstheUnitedStatesinjustfiveyears.ThecasewilllookintohowDrybarchangedtheconceptofprofessionalblow-dryingserviceandmadeitsocompellingtoallwomenregardlessoftheirageorjob.Thecaseiscomposedofatwo-partseries.PartAdescribestheindustrylandscapeoftheAmericanbeautysalonindustryin2008,beforeDrybarenteredthescene.PartBillustrateshowDrybarwasconceivedwithadifferentstrategicapproachandwhatmadeDrybarstandoutfromconventionalhairsalonswhileachievinglowercosts.PartBiswrittenasacartoonstorybook,whichmakesitbothinformativeandemotionallyengaging.

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CASE

CaseAHarvard:IN1246-PDF-ENGCaseCentre:no.316-0277-1INSEAD:08/2016-6237

CaseBHarvard:IN1247-PDF-ENGCaseCentre:no.316-0277-1BINSEAD:08/2016-6237



TEACHINGNOTE


CASECompte-Nickel:CreatingNewDemandintheRetailBankingSector

ABSTRACTThecaseentitled“Compte-Nickel:Creatingnewdemandintheretailbankingsector”explainshowCompte-NickelfoundedablueoceaninthecrowdedFrenchretailbankingsectorbyidentifyingnoncustomersanddevelopedastrategytoattractthem.ThecaseshowsthattraditionalbanksfocusedondevelopingfinancialtechnologytomaketheirofferingsmoreappealingwhereasCompte-Nickelcreatedablueoceanbylookingatthenoncustomerstheotherbanksignored:lowincomeearnersandpeoplefacingfinancialexclusion.Creatingsubstantiveblueoceanbusinessesrequirescompaniestolooktononcustomersinsteadofconcentratingonexistingcustomers:thisisacorefoundationofvalueinnovation.Ratherthanfocusoncustomerdifferencesbusinessesneedtobreakthecost-valuetradeoffbyincreasingbuyervaluewhiledecreasingcost.Thisreorientationallowscompaniestoreachbeyondexistingdemandtounlockanewmassofcustomersthatdidnotexistinthetraditionalmarket.

CASE

Harvard:IN1242-PDF-ENGCaseCentre:no.316-0167-1INSEAD:07/2016-6235 Other language: French


Video(interview)andLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

Harvard: IN1243-PDF-ENGCaseCentre:no.316-0167-8INSEAD:07/2016-6235

CASETheMarvelWay:RestoringaBlueOcean

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ABSTRACTTheMarvelWay:RestoringaBlueOceanexplainsoneofthegreatestturnaroundsinmodernbusinesshistory.Thiscasecomeswithatwo-partvideointerviewwithCEOPeterCuneowholaunchedaBlueOcean.Foundedin1939,MarvelComicsinitiallystruggledinaredoceanproducingprimarilyme-toknock-offcomicbooks.Intheearly1960’sthebusinesstookablueoceanturnbyfocusingonnoncustomercollegestudents.Marvelinventedcharactersthatwerepeoplefirstandsuperheroessecond:Spider-Man,TheHulk,IronMan,theX-Men.Thebusinessthrived.Bythe1980’svalueextractorstookoverMarvel,badlymisaligningvalue,profit,andpeople.Inlate1996Marvelfiledforbankruptcy,avictimofredoceanmanagementpractices.Newmanagementpurchasedthebusinessoutofbankruptcyin1998butfacedadauntingtask:Marvelowed$30millioninannualinterestpaymentsona$250millionloan,cashwassotightthattheyalmostmissedpayroll,andmovierightsformanyoftheirbestcharacterswerelicensedtoothers.FirstmanagersstabilizedthebusinessthenMarvelcreatedanewtypeofblueoceanthatwentontoproducethemostprofitablemoviefranchiseinhistory.Justoveradecadeafterexitingbankruptcyadebt-freeMarvelsolditselftoDisneyfor$4.2billion.

CASE

Harvard:IN1182-PDF-ENGCaseCentre:no.316-0075-1INSEAD:08/2016-6205Other languages: Chinese, Spanish, Korean


Videos(Interview)andLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE


CASEJustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPolitics

ABSTRACTThecasedescribeshowJustinTrudeaucamefromaseeminglyhopelessthirdplace(inthepartyrankings)towinastunningmajorityandbecomeCanada’s23rdprimeminister.Trudeau’swinisanalysedthroughaBlueOceanlens,showinghowhiscampaignbrokewiththetraditionalrulesofengagementbyreachingouttonon-voters,andincreasingwillingness-to-votewhileloweringthecost-of-voteracquisition.

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CASE



VideoclipandLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.comBackgroundNoteJustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPoliticsCaseCentre:no.315-341-1Harvard:IN1132-PDF-ENG

TEACHINGNOTE


CASEBlueOceanFinance:TheEvolutionofCorporateTreasuryOperationsinthe21stCentury

ABSTRACTAsaresultofglobalization,multinationalcorporations(MNCs)havehadtodealwithincreasingbusinesscomplexityandmarketfrictionaswellashigherintegrationcoststomaintaintheirorganizationalstructures.Tosustaintheiroperationsandbetterconsolidatetheirglobalresourcesandbusinesses,MNCsneedtodetermineandconsolidatetheirbordersinawayastoensurethatthebenefitsofintegrationexceedthecosts.Inthiscourse,theircorporatetreasuryfunctionshaveexperiencedthreestagesofmajorevolutioninthe21stcentury.Inthefirststage,MNCsimprovedtheefficiencyofcashandotherexistingtreasuryfactorstoreducecosts.Inthesecondstage,MNCsstartedtoconsiderfactorsthatweretraditionallyunassociatedwithtreasuryoperations,workingtoextendtheirtreasuryfunctionstothemanagementofbusinessflows.Inthethirdstage,MNCswentbeyondthefirsttwostepstopursuewhatwecall“blueoceanfinance”bycreatingacentralizedstructureandbuildingtheircorporatetreasurycenterintoafull-fledgedfinancialservicecenter.Theinstitutionalizationofpaymentandlendingservices–thetwofundamentalservicesofferedbythebankingindustry–withintheboundaryofMNCs,allowedMNCstoprovideglobalfinancialandotherservicestotheirsubsidiariesinternallyinamuchmoreeffectivemannerthanexternalbankswhilesignificantlyloweringcosts,therebyachievingvalueinnovation.

CASE

Harvard:INS796-PDF-ENGCaseCentre:n°114-057-1


N/A

TEACHINGNOTE

Harvard:INS797-PDF-ENGCaseCentre:n°114-057-8

CASERehability(A):TheHighlyRegulatedGermanMedicalSuppliesIndustry’

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ABSTRACTExecutivesinheavilyregulatedindustriesoftenfeeltheirhandsaretiedbyrulesandregulationswhichsomeclaimtoeveninterferewiththeirabilitytoinnovate.Assuch,itisnotuncommontofindregulatedfirmscompetinginthesamewayfordecadeswithouteverchallengingthestatusquo.Thecase“Rehability(A)”describestheconditionsofthehighlyregulatedmedicalsuppliesindustryinGermanyandshowshowtraditionalplayers,boundedbytheconventionallogicabouthowtocompeteinsuchanindustry,focusedonprovidingthelowest-coststandardizedproductsandthewidestrangeofancillarysupplementsinstoreswhileoverlookingthepainpointsexperiencedbyusersoftheseproducts,therebytrappingthemselvesinaneverintensifyingandprice-basedcompetition.

CASE

Harvard:n°INS265-PDF-ENGCaseCentre:n°313-314-1


Theory-basedmovieandLectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE


CASERehability(B):MorethanJustWheelchairs

ABSTRACTThecase“Rehability(B)”illustrateshowonefirmcreatedablueoceanofnewmarketspaceinthehighlyregulatedandcompetitiveGermanmedicalsuppliesindustryintheearly1990s.Byaskingadifferentsetofstrategicquestions,Rehability,aGermanmedicalsuppliescompany,shiftedthefocusoftheindustryandreconstructedmarketboundariesbylookingacrossthechainofbuyers,acrosstheemotional-functionalorientationoftheindustry,andacrosscomplementaryproductandserviceofferings.Insodoing,Rehabilitywasabletouncoverandaddressawholesetofpainpointsofwheelchairusers,createanunprecedentedofferingforthemandatthesametimesetitselfonagrowthtrajectoryevenwhileothermedicalsupplystoresandmedicalsupplymanufacturersstruggledtosurviveagainstrapidlydeterioratingindustryconditions.

CASE




TEACHINGNOTE


CASETataNano'sExecutionFailure:HowthePeople'sCarFailedtoReshapetheAutoIndustryandCreateNewGrowth

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ABSTRACTThiscasedescribesTataMotors'strategicmovetocreateandlaunchtheTataNanoandexploresthesuccessesandsetbacksoftheTataNanoteaminactualizingthestrategicmove.ThecasewiththeaccompanyingteachingnotefirstreviewshowtheTataNanowasconceivedbasedonnoncustomerinsightsfromanalternativeindustry–thetwo-wheelermarketandhowastrategicpricewassetagainstalternativestocapturethemassoftargetbuyers.ItthenshowshowtheTataNanoteamstartedwiththisexcellentvaluepropositiontoattainaviableprofitpropositionbypursuingtargetcostingbasedexceptionalbuyerutilityandthestrategicprice.Finally,itexaminesdifferentcomponentsoftheTataNano’speoplepropositiontoidentifythemajorcausesofthesetbackinexecutingthestrategicmove,illustratingtheimportanceofmatchingexcellentvalueandprofitpropositionswithanequallystrongpeoplepropositioninensuringthesuccessfulexecutionofablueoceanstrategy.Thecaseisaccompaniedbyathree-parttheorybasedmovie,whichlongitudinallytrackstheTataNanostrategicmovefromconceptiontoexecutionbasedonfirst-handresearchandface-to-faceinterviews.

CASE




TEACHINGNOTE


CASETheNintendoWii:LessonsLearnedfromNoncustomers

ABSTRACTThecaseentitled,'TheNintendoWii:LessonsLearnedfromNoncustomers'illustratesthatifcompanieswishtotapintolatentdemandandcreateorganicgrowth,theymustlearnfromnoncustomers.ThecasedemonstratesthatifNintendoattemptedtocompetehead-to-headagainsttheSonyPlayStationandMicrosoftX-boxtheywouldlikelyhavebeenfurthermarginalizedinthegameconsoleindustry.Instead,Nintendolookedtothegamingindustry´snoncustomersforinsight:oldernon-gameplayers,parentswhowantedtheirchildrentoplayactivegames,theelderly,andveryyoungchildren.OnceNintendounderstoodwhythesenoncustomergroupsshunnedvideogames,theyreconstructedelementsacrossmarketboundariestocreateaconsolebasedonsimplicity,functionality,interactivity,withgamesthatdramaticallyraisedutilityforthesenoncustomers.Thecaseillustratesthatabettersolutiontoanexistingproblemisnotgoodenough.Tocapturenewdemandcompaniesneedtofocusonthedemandsideoftheequationandredefinetheproblemitself.Therearefarmorenoncustomersthancustomers.Theyneedtolooksystematicallyacrossestablishedboundariesofcompetitionandreconstructbuyervalueelementsacrossmarket,industry,buyer,andsupplierboundariestocreatenewmarketspacewhereanewlevelofdemandisgenerated.

CASE




TEACHINGNOTE

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CASEZAPPOS.COM(A):BringtheShoeStoretoyourHome

ABSTRACTThisisthefirstpartoftwocaseseriesofZappos’blueoceanstrategicmoveasaninnovativeonlineshoeretailer.Case(A)focusesonhowZapposreconstructedtheexistingboundaryofonlinefootwearretailindustry.ItdescribesZappos’distinctivevaluepropositionthatisneitheranofflinenoronlineshoestoreintheconventionalsense.ThecasealsointroduceshowZapposbrokethevalue-costtrade-offoftheconventionalonlineshoestore.

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CASEZAPPOS.COM(B):StrategyPoweredbyCultureandPeople

ABSTRACTThesecondpartofZapposcase,Case(B),focusesonZappos’peopleproposition,whichledtohighperformanceandraisedbarrierstoimitation.Itdemonstratestheimportanceoffairprocessthatbuildsahighleveloftrustandcommitmentinthecompany,whichmakesitdifficultforcompetitorstoimitateZappos.

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CASESkypeintheVoice-over-IPIndustry:ACommerciallyViableBlueOcean?

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ABSTRACTThecaseentitled,‘SkypeintheVoice-Over-IPIndustry:ACommerciallyViableBlueOcean?'illustratestheuserexperienceofanavidSkypeuserwhousesSkype'svoiceandvideoofferingsinterchangeablyforbusinessandpersonalcommunication.ThiscombinedvoiceandvideoofferinggivesSkypeusersmuchhighervalueatlowercoststhanalternativessuchaslongdistancecallingwhereyoucannotseeeachother,orthecomplexityandhighsetupcostsforroom-basedvideoconferencingorthecostsandhasslesofbusinessorleisuretravel.ThecaseillustratesthedisconnectbetweenSkype'sbifurcatedpricingstrategybasedonbusinessversusleisureuseoftheirvoiceversusvideocallingfunctionswhenthoseboundariesclearlydonotexistinthemindsoftheirusers.ThispapercaseandtheaccompanyingcaseexercisespreparetheparticipantsforanengagingclassdiscussiononwhatconstitutesSkype'sunprecedentedvoiceandvideoofferingandhowonecouldsetastrategicpriceeventhoughthereappearstobenoseemingprecedentsforsuchanoffering.

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CASESalesforce.com:CreatingaBlueOceanintheB2BSpace

ABSTRACTThecase“Salesforce.com:CreatingaBlueOceanintheB2BSpace”describesaseriesofblueoceanstrategicmovesmadebySalesforce.comintheCRMapplicationmarket.Inparticular,thecaseaddressestheconcernofbusinessexecutivesovertheapplicabilityofblueoceanstrategyintheB2Barea.B2Bmanagersoftenfindthattheyarelockedintoprovidingproductsofcertaintypesandspecificationstotheirimmediatecustomers.Butinfact,valueinnovationcantakeplaceonthethreeplatformsofabusinessoffering,i.e.,product,serviceanddelivery.Salesforce.com’sstrategicmovesprovideanexemplarydemonstrationofhowacompanycaneffectivelycreateandrenewitsblueoceanintheB2Bfieldbyvalueinnovatingontheproduct,serviceanddeliveryplatformsalternately.

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LectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

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CASEHowApple’sCorporateStrategyDroveHighGrowth

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ABSTRACT“HowApple’sCorporateStrategyDroveHighGrowth”introducestheapplicationofblueoceanstrategyinthecontextofmanagingbusinessportfoliosatthecorporatelevel.Applecreatedfutureprofitsandgrowthnotbyexploitingexistingdemandbutbyreconstructingindustryboundariestocreatenewmarketspaceandunlocklatentdemand.Asaresult,thecompany’svaluegrewexponentiallyasthetotalmarketvalueofafirmreflectsnotonlytoday’sperformancebutalsoitsfutureprofitability.ThecaseexaminesaseriesofblueoceanstrategicmovesatAppleInc.thattransformedthecompanyfromacomputermanufacturerintoaconsumerelectronicspowerhouse.

CASE

Harvard:n°BOS022CaseCentre:n°312-183-1Other language: Spanish


PressArticles,VideoClips,andLectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

Harvard:n°BOS023CaseCentre:n°312-183-8

CASEMakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia

ABSTRACTThecaseentitled,‘MakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia’illustrateshowthealignmentofvalue,profitandpeoplepropositionsaroundbothdifferentiationandlowcostmakesablueoceanstrategicmoveverydifficulttoimitate.UsingthestrategicmoveofWikipedia,thiscaseexaminesthethreestrategypropositionsfortheonlineencyclopediaindustryandhowkeyfactorsfromonepropositioncansupportandreinforcetheothertwopropositions.Thiscasedemonstrateshowstrategyismorethancreatingvalueforcustomers,itshouldcreatevalueforbuyers(bothcustomersandnoncustomers),profitforthecompanyandmotivateitspeople(staff,businesspartnersandthegeneralpublic)toembraceandexecutethenewstrategywithenthusiasmandcommitment.Ifthevalueandprofitpropositionsarestrongbutthepeoplepropositiondoesnotmotivatetheorganizationtomoveforwardwithfocusandcommitment,itwillresultinexecutionfailure.Alternatively,ifthepeoplepropositionispowerfulbutthevalueandprofitpropositionsareweak,thecompany’sperformancewillbelacklusterduetoformulationfailure.Thecasecomeswithafour-parttheory-basedvideo.Thefirstpartofthevideocaseprovidesanoverviewoftheonlineencyclopediaindustry,fromthefirstprintededitionofEncyclopediaBritannicatoMicrosoft’sfailedattempttosustainitsEncarta.comoffering.Then,thevideocaseexploreseachofthevalue,profitandpeoplepropositionsoftheonlineencyclopediaindustrythroughinterviewswithkeyplayersincludingthefounder,executivedirector,staffandvolunteersofWikipedia,otherwiseknownaswikipedians.Incombinationwiththevideocase,theinstructorcanusetheaccompanyinglectureslidestoleadanengagingclassdiscussionthatisexcellentforbothMBAsandexecutives.Thecasealsocomeswithacomprehensiveteachingnotethatincludesanswerkeysandstrategycanvastemplatesforclassdiscussion.

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CASEBlueOceanStrategyImplementation:LectureonTippingpointLeadershipandFairProcessinaction

ABSTRACTAfullPowerPointpresentationpacketfora45-minutetoone-hourlecture.Thepresentationcovershowanorganizationcanovercomethecognitive,resource,motivational,andpoliticalhurdlestosuccessfullyexecuteastrategicshiftasisoftenrequiredtocreatenewmarketspace.Thepresentationcovershowtoachievethiswhilebuildingemployees’trustandcommitmentaroundanewstrategy.HeretheconceptsofTippingPointLeadershipandFairProcessarecoveredandlinkeddirectlytoblueoceanstrategyanditsexecution.Theseslidescomewithateachingnotethathighlightskeypointstobemadeinthepresentation.

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N/A



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CaseCentre:n°308-317-8

CASEBlueOceanStrategyImplementationSelf-diagnostic:TippingPointLeadershipandFairProcessinAction(recommendedforexecutivesonly)

ABSTRACTTheBlueOceanStrategyimplementationself-diagnosticiscomprisedofaseriesofprobingquestionsthatofferexecutiveparticipantsapracticaltoolforassessingtheleveloforganizationalhurdlesthatexistintheirorganizationandtheeffectivenessofpastandfuturestrategiestoovercomethem.Thediagnosticisdividedintosectionsaddressingthefourkeyorganizationalhurdles(cognitive,resource,motivational,political)andonesectiononfairprocess.Theteachingobjectivesare:(1)toofferexecutiveparticipantsapracticaltooltoassesstheleveloforganizationalhurdlesthatexistintheirorganization;(2)toidentifyareasofimprovementorchallengesintheorganizationoftheparticipant;and(3)toprovideaperiodofself-reflectioninwhichtolinktheparticipant'slearningwithintheclassroomwithrealworldapplication.Ateachingnoteisavailabletoaccompanythiscase.

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CASEHarvard:n°BOS003CaseCentre:n°308-315-1

ACCOMPANYINGMATERIALSN/A

TEACHINGNOTEHarvard:n°BOS004CaseCentre:n°308-315-8

CASEBlueOceanStrategyImplementationScenarioCase:TippingPointLeadershipandFairProcessinaction(recommendedforexecutives&MBAswithextensiveworkexperience)

ABSTRACTTheBlueOceanStrategyImplementationScenarioCaseoffersasetofinteractivegroupscenarioswhicharedesignedtodeepentheparticipants'understandingofblueoceanstrategyimplementationprinciples.Usingthefivescenariosparticipantsworkinteamsastheylearntoapplykeyconceptsoftippingpointleadershipandfairprocess.Thefivesettings(healthinsurance,manufacturing,government,bankingandpolitics)showhowblueoceanstrategyimplementationprinciplesapplyatdifferentorganizationallevelstoovercomethefourkeyimplementationhurdles(cognitive,resource,motivationalandpolitical).Theteachingobjectivesare:(1)todeepenparticipants'understandingofblueoceanstrategyprinciples;(2)tolearnhowtoapplykeyconceptsoftippingpointleadershipandfairprocess;and(3)tounderstandhowblueoceanstrategyimplementationprinciplescanbeappliedatdifferentorganizationallevels,andhowtheycanbeappliedtoovercomethefourkeyorganizationalhurdles(cognitive,resource,motivationalandpolitical).Ateachingnoteisavailabletoaccompanythiscasewhichincludesatemplateforrunningthebreakoutgroups.

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N/A

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CASE

HowtoImplementBlueOceanStrategy

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ABSTRACTThecaseentitled,‘HowtoImplementBlueOceanStrategy’challengesparticipantstoapplykeyconceptsofblueoceanstrategyimplementationtoovercomekeyorganizationalandmanagementhurdleswhileleadingastrategicshift.ThecaselaysouthowBraynesbridgeIndustries(BI),afictionalconglomerateinvolvedinthesteelindustry,recentlylaunchedanewstrategytobreakoutoftheredoceanofbloodycompetitionintheindustry.Thenewstrategy,however,representedasignificantdeparturefromthestatusquo,whichledtosteepcognitive,resource,motivational,andpoliticalhurdlesintheorganization.Hence,toimplementthenewstrategy,BIexecutiveshadtoovercomethesefourkeyhurdles.Despitethischallenge,thecaserevealsthatBI’smanagementteamsuccessfullyimplementedthestrategyfastandatlowcostusingtippingpointleadershipandfairprocess.BI’sBoardofDirectors,veryimpressedwiththenewstrategyanditssuccessfulimplementation,iscurioustolearntheprinciplesoftippingpointleadershipandfairprocessandhowtheseapplytoorganizations.Thecasesetsthestageforstudents/executivestobecalledbeforetheBoardtoanswernumerousconceptualquestionsontheirblueoceanstrategyimplementation.ThesetofquestionsposedbytheBoardaredisplayedinanaccompanyingflash-gameexercisecalled,‘BlueOceanStrategyImplementationInteractiveClassExercise:TippingPointLeadershipandFairProcessinAction’thatisfreeforinstructordownloadatwww.blueoceanstrategy.com.ThiscaseandtheBlueOceanStrategyImplementationInteractiveClassExercisecomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives,creatinggreatenergyandrichlearningintheclassroom.

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FlashGameAvailableforfreedownloadatwww.blueoceanstrategy.com

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CASENTTDoCoMoI-Mode(TM):ValueInnovationatDoCoMo

ABSTRACTAsofNovember2001,NTTDoCoMoistheonlycompanythathasbeenabletomakemoneyoutofthemobileInternet.Thiscasestudydescribeshow,inaverycompetitiveindustryengagedinatechnologyraceandstrongpriceerosion,NTTDoCoMohasbeenabletoachievesuperiorperformancewithitsnoveli-modeservices.LaunchedinFebruary1999,itsi-modeservicewasanimmediateandexplosivesuccess.DoCoMocametoexceeditsparentcompanyintermsofmarketcapitalizationaswellaspotentialforprofitablegrowthasweentertheageofmobileInternet.Thiscaseoffersavalueinnovationperspectivetoanalyzethesuccessofi-modewithaparticularemphasisonthebusinessmodelusedtoexploitthei-modeinnovationofDoCoMo.Thecaseisdesignedtoserveavarietyofpurposesinthe'valueinnovationandwinningbusinessideas'teachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Theinstructorcanusethecasetocoverthefollowingtopics:(1)thevalueinnovationlogic;(2)thevaluecurveandsixpathsframework;(3)thebuyerutilitymap;and(4)thepricecorridorofthemassandthebusinessmodelguide.Alternatively,theinstructorcanuseittospeciallycoverthelastthreetopics.Ateachingnoteisavailabletoaccompanythiscase.

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N/A

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CASELessonsfromBreakthroughStrategicMovesOvertheLastCentury

ABSTRACTThecaseentitled,‘LessonsfromBreakthroughStrategicMovesOvertheLastCentury’illustrateshowbusinessesoverthelast100yearshaveperiodicallybrokenawayfromthecompetitiontocreateandcapturenewmarketspace–oftengivingrisetoentirelynewindustries.Yet,todate,thereisverylittleunderstandingoftheunderlyingstrategiclogicbehindthesebreakthroughstrategicmoves.Thiscaseanditsaccompanyingvideoexaminewhetherthereisasharedpatternacrossthesestrategicmovesbyexaminingthreerepresentativeindustriesthattouchpeoples’everydaylives:autos–howpeoplegettowork;computers–whatpeopleuseatwork;andmovietheaters–wherepeoplegoafterworkforentertainment.Thecomplementaryvideocalled,‘AHistoryofBlueOceanStrategicMoves:IsThereaPattern?’,whichisfreeforinstructordownloadatwww.blueoceanstrategy.com,providesavisualdemonstrationofthesethreerepresentativeindustriessothatparticipantscandeducethesharedpatternsacrossthesestrategicmoves.ThecaseandthevideocomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

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Theory-BasedMovieAvailableforfreedownloadatwww.blueoceanstrategy.com

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CASEHowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers

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ABSTRACTThecaseentitled,‘HowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers’illustrateshownewdemandiscreatedbylookingtononcustomersinsteadofjustcompetingforashareoftheexistingcustomersofanindustry.Thecasepromptsthestudentstoconsiderhownewdemandwascreatedinthecellphone,computerandairtravelindustriesbyunlockingthethreetiersofnoncustomers.Thiscaseprovidestheconceptualbackdroptoanaccompanyinginteractiveclassexercisecalled‘BlueOceanStrategyNoncustomerExercise:TheCaseofGillette’whichisafullPowerPointpresentationthatisfreeforinstructordownloadatwww.blueoceanstrategy.com.ThePowerPointpresentationisbuiltaroundGillette’sintroductionofthefirstsafetyrazorswithdisposablebladesin1903whichcreatednewdemandbyreachingbeyondtheexistingcustomersofstraightrazorsathomeandinthebarbershop.ThiscaseandtheaccompanyinginteractiveGilletteexercisecomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

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CASETheEvolutionoftheCircusIndustryCaseA

ABSTRACTThisisthefirstofatwo-caseseries.CirqueduSoleilverysuccessfullyenteredastructurallyunattractivecircusindustry.Itwasabletoreinventtheindustryandcreatedanewmarketspacebychallengingtheconventionalassumptionsabouthowtocompete.Itvalueinnovatedbyshiftingthebuyergroupfromchildren(end-usersofthetraditionalcircus)toadults(purchasersofthetraditionalcircus),drawinguponthedistinctivestrengthsofotheralternativeindustries,suchasthetheatre,Broadwayshowsandtheopera,toofferatotallynewsetofutilitiestomorematureandhigherspendingcustomers.Thecaseseriesisdesignedtoserveavarietyofpurposesinthe‘valueinnovationandcreatingnewmarketspace’teachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Inbothinstances,theinstructorcanbestuseittocoverthefollowingtopics:(1)valueinnovationlogic(ascomparedtoindustryandcompetitiveanalysis);(2)theconceptofvaluecurve;and(3)thesixpathsframeworkforcreatingnewmarketspace.Ateachingnoteisavailabletoaccompanythiscaseseries**TheCaseCentre’sall-timetop40bestsellingcases2014,CaseCentreEuropeanCaseAwardsCategoryWinner2006andCaseCentreEuropeanCaseAwardsOverallWinner2009**

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CASE

Harvard:n°BOS007CaseCentre:n°302-057-1Other languages: Japanese, Portuguese, Spanish, Chinese, Russian



TEACHINGNOTE


CASEEvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentCaseB

ABSTRACTThisisthesecondofatwo-caseseries.CirqueduSoleilverysuccessfullyenteredastructurallyunattractivecircusindustry.Itwasabletoreinventtheindustryandcreatedanewmarketspacebychallengingtheconventionalassumptionsabouthowtocompete.Itvalueinnovatedbyshiftingthebuyergroupfromchildren(end-usersofthetraditionalcircus)toadults(purchasersofthetraditionalcircus),drawinguponthedistinctivestrengthsofotheralternativeindustries,suchasthetheatre,Broadwayshowsandtheopera,toofferatotallynewsetofutilitiestomorematureandhigherspendingcustomers.ThecaseseriesisdesignedtoserveavarietyofpurposesinthevalueinnovationandcreatingnewmarketspaceteachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Inbothinstances,theinstructorcanbestuseittocoverthefollowingtopics:(1)valueinnovationlogic(ascomparedtoindustryandcompetitiveanalysis);(2)theconceptofvaluecurve;and(3)thesixpathsframeworkforcreatingnewmarketspace.Ateachingnoteisavailabletoaccompanythiscaseseries**CaseCentreEuropeanCaseAwardsCategoryWinner2008**

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Other languages: Spanish, Japanese, Russian


Theory-BasedMovieAvailableforfreedownloadathttp://www.blueoceanstrategy.com

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CASECraftingWinningStrategiesinMatureMarket:theU.SWineIndustryin2001

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ABSTRACTThecaseentitled,‘CraftingWinningStrategiesinaMatureMarket:TheUSWineIndustryin2001’examinesthecompetitiveenvironmentoftheUSwineindustryin2001,priorto[yellowtail]’slaunch.Thecasedemonstrateshowtheindustrywasovercrowded,highlycompetitive,andincreasinglysqueezedatthedistributionandretailstagesofthesupplychain.Eventhoughtheindustrywasintenselycompetitive,winemanufacturershavesystematicallycompetedalongthesamesetoffactorsthathavehardlychangedoverthelastfewcenturies.InJuly2001,Australia’sCasellaWineryintroduced[yellowtail]intothishighlycompetitiveUSmarket.Smallandunknown,theyhadexpectedtosell25,000casesintheirfirstyear.Infact,theyhadsoldninetimesthatamount.Bytheendof2005,[yellowtail]’scumulativesalesweretrackingat25millioncases.[yellowtail]soonemergedastheoverallbestselling750mlredwine,outstrippingCalifornian,FrenchandItalianbrands.Thiscaseexaminesthestrategicmoveexecutedby[yellowtail]thatmadeitthenumberoneimportedwineandthefastestgrowingbrandinthehistoryoftheUSandAustralianwineindustries.Thecaseisaccompaniedbya2-partvideocalled‘CreatingaBlueOceanintheUSWineIndustry’thatisfreeforinstructordownloadatwww.blueoceanstrategy.com.PartAprovidesavisualoverviewofthewineindustrysettingpre-[yellowtail].Itisapowerfulcomplementtothepapercase.PartBexplores,throughinterviewswiththeprincipalplayersbehindthelaunchof[yellowtail],thedevelopmentandexecutionofCasella’sblueoceanstrategicmove.ThecaseandthevideodvdcomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

CASE

Harvard:n°BOS018CaseCentre:n°309-186-1Other languages: Chinese



TEACHINGNOTE


Documents

Complete list of Teaching Materials (update) JUNE …...Olave tasked a group to study strategic alternatives. Their SWOT analysis was dismal: few strengths, weakness that included