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9 cases found.
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
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Reference 6303
Published 31 Aug 2017
Topic Operations
Region North America
Industry Electrical/Electronic Manufacturing
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
- By
Reference 6303
Published 22 Mar 2019
Topic Operations
Region North America
Industry Electrical/Electronic Manufacturing
On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
This case introduces the application of blue ocean strategy in the context of managing a business portfolio at the corporate level. Apple created future profits and growth not by exploiting existing demand, but by reconstructing industry boundaries to create new market space and unlock latent demand.
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Reference 5860
Published 31 Jul 2012
Topic Strategy
Region North America
Industry Consumer Services, Electrical/Electronic Manufacturing, Online Media
This case introduces the application of blue ocean strategy in the context of managing a business portfolio at the corporate level. Apple created future profits and growth not by exploiting existing demand, but by reconstructing industry boundaries to create new market space and unlock latent demand.
This case chronicles the development of the market for electronic books – the success of Amazon’s Kindle reading device, and Apple’s April 2010 launch of the iPad for e-book reading and also for watching videos, surfing the web, etc. The broader context is the book publishing industry and how e-books and e-readers affect its dynamics.
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Reference 5775
Published 23 Feb 2011
Topic Strategy
Region North America
This case chronicles the development of the market for electronic books – the success of Amazon’s Kindle reading device, and Apple’s April 2010 launch of the iPad for e-book reading and also for watching videos, surfing the web, etc. The broader context is the book publishing industry and how e-books and e-readers affect its dynamics.
The (A) case involves a strategic alliance between an electric utility and a firm developing pollution control technology under considerable regulatory and technological uncertainty. The deal structure involves a licensing agreement and a minority equity purchase structured as an option.
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Reference 5043
Published 12 Jun 2002
Topic Strategy
Region North America
Industry Electrical/Electronic Manufacturing
The (A) case involves a strategic alliance between an electric utility and a firm developing pollution control technology under considerable regulatory and technological uncertainty. The deal structure involves a licensing agreement and a minority equity purchase structured as an option.
The (B) case concerns the implementation of the alliance.
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Reference 5043
Published 16 Jun 2002
Topic Strategy
Region North America
Industry Electrical/Electronic Manufacturing
The (B) case concerns the implementation of the alliance.
Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.
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Reference 4874
Published 02 Jan 2000
Topic Operations
Region North America
Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.
In February 1996, Merton Electronics was reviewing its currency risk position. Its principal foreign suppliers were Japanese and fluctuations of the dollar/yen exchange rate during the past 2-3 years seemed to have had a serious impact on costs and earnings.
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Reference 4569
Published 01 Jan 1996
Topic Economics & Finance
Region North America
Industry Electrical/Electronic Manufacturing
In February 1996, Merton Electronics was reviewing its currency risk position. Its principal foreign suppliers were Japanese and fluctuations of the dollar/yen exchange rate during the past 2-3 years seemed to have had a serious impact on costs and earnings.
Merrill Electronics was a medium sized distributor of personal computers, related peripheral equipment and software, and various other consumer electronics and domestic appliances. In July 1991, sales turnover and profits had improved over the past 18 months since the arrival of a new general manager, but the company's needs for financing were also growing rapidly.
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Reference 4266
Published 01 Jan 1992
Topic Economics & Finance
Region North America
Industry Electrical/Electronic Manufacturing
Merrill Electronics was a medium sized distributor of personal computers, related peripheral equipment and software, and various other consumer electronics and domestic appliances. In July 1991, sales turnover and profits had improved over the past 18 months since the arrival of a new general manager, but the company's needs for financing were also growing rapidly.