The case covers all major aspects of Benetton's successful corporate strategy and innovative business system from its creation till the present. It also provides a complete overview of Benetton's unique communication philosophy and the controversy generated by it, along with a wealth of independent market research data from many countries.
Pedagogical Objectives

The case chronicles the history of the tire industry till 1999, focusing on the globalisation, the economics and segmentation. The moment in the case is just after Edouard Michelin takes over from his father, immediately announcing layoffs. The case focuses on Michelin’s strategy.

This case describes a) the organizational factors which shaped Singapore Airlines' multi-year record of success, and b) the new challenges it faces to continue to maintain the world-class best service. In its 1993 ambition to improve its service, SIA must face ever-demanding customers. One of those customers is featured in the case in terms of some special requests.

Exxon, Shell and Elf are seeking World Bank financing to develop a large oil field in Chad. They produced an environmental impact study and consulted locals. However, NGOs charge that the project will raise political tensions and will not reduce poverty given the current political situation. Should the Bank go ahead?

The case offers an analysis of the oil industry and BP and Mobil's decision to bring together their refining and marketing resources in a pan-European joint venture. The case considers the competitive dynamics of the industry and the alliance's uncertain future.

A Turkish textile exporter facing pending EU anti-dumping duties tries to sort out the mess and to decide whether he should accept the Commission’s offer of a price agreement. Whether he should or not depends on the chances that permanent duties will be voted on at the Council. What are the risks on either side?

The case chronicles the development of the UK travel industry in the 80s and 90s and describes the strategies of the major competitors. The focus is on Thomson whose UK leadership position is increasingly challenged and, now, without the support of a rich parent company, will have to move into the European travel market.

Case A describes how Antoine Vitry, a Ford dealer who is highly successful in a small market, is offered the opportunity to buy a floundering business whose territory is bordering his own: the Garnier dealership, which serves the 16,000-new-car-a-year BigCity market.

Please refer to part A for the abstract.

Case B takes place eight months later. Vitry has decided to buy out Garnier and has set to work to turn it around. He seems to be succeeding in restoring profitability; yet new challenges lie ahead.