In 1999 Toys R Us faced the most challenging time of its history. After recording losses for the first time in 1998, it lost its number one position in toy retailing to Wal-Mart and was late in entering electronic retailing where eToys was pre-empting the competitive space. How would TRU be able to reaffirm its competitive position and improve its profitability?

Having won the analogue pay TV battle in the UK in the 1990s, Rupert Murdoch is now faced with the challenge of launching digital pay TV. Unlike in the first battle, his competitors from cable and commercial TV (ITVs) are ready. Can he leverage his first win into the new battle?

In the Expo’98 (A) case, Julio Cardoso, an INSEAD Alumnus, is being asked to design the ticketing strategy for Expo’98. He needs to analyse the objectives for the Expo and to decide what pricing strategy will meet these objectives. He can analyse the results from the Vancouver, Brisbane and Seville Expo’s.

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.

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.

The case chronicles the introduction of smart cards in the Netherlands. Two rival smart card platforms are introduced and the questions are raised whether two platforms can co-exist, if not which will win, what the strategy of each alliance should be.

The case chronicles the history of the semiconductor industry, the rise to dominance of Intel, the history of Motorola and its competitive position in microprocessors and the AIM Alliance in 1996.

The case describes the development of the petrochemical industry in Europe, the major European competitors, global demand and supply conditions, attempts at industry restructuring and self-regulation. It takes stock of the industry in 1994 as it is poised to enter another period of investing.

The case describes the ice cream industry in Europe and the competition between the niche player Häagen Dazs and industry giant Unilever. Data on other competitors (Mars, Nestlé, Schöller) is also provided. The case traces Häagen Dazs’ successful entry and growth in the USA and the Far East and chronicles the problems it faces in Europe in 1994.

The case chronicles the rapid US expansion of Blockbuster Video under the leadership of Mr Huizinger ; the international expansion; the strategic use of franchising and the diversification in new markets (audio, film production, etc.). It poses the question of how BBV will deal with the challenge of video demand.