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5 case(s) found.
The objective of the case is to illustrate a market shaper's strategic challenges of staying innovative in a rapidly changing industry in a developing market environment with strong boundary conditions. Also the case illustrates the internal challenges of professionalising a company with significant creative forces and an entrepreneurial culture.
Reference 5702
Published 25 May 2010
Length 23 page(s)
Topic Strategy
Region Middle-East
Industry Online Media, Media Production
The objective of the case is to illustrate a market shaper's strategic challenges of staying innovative in a rapidly changing industry in a developing market environment with strong boundary conditions. Also the case illustrates the internal challenges of professionalising a company with significant creative forces and an entrepreneurial culture.
This case focuses on the topic of strategic decision making, specifically, whether or not WHAT 1340 Radio should acquire WCXJ Radio. The case write-up includes information about WHAT 1340 Radio, the key players in the management team, the acquisition target, and factors in the decision making process.
Reference 5497
Published 18 Feb 2008
Length 3 page(s)
Topic Strategy
Region North America
Industry Media Production
This case focuses on the topic of strategic decision making, specifically, whether or not WHAT 1340 Radio should acquire WCXJ Radio. The case write-up includes information about WHAT 1340 Radio, the key players in the management team, the acquisition target, and factors in the decision making process.
The case describes the development of Bang & Olufsen, their strategic decision in the nineties to focus on luxury electronics, their innovation and branding strategy, their investment program in exclusive retail shops (B1 stores) and their large scale entry into the US market in the 1998 - 2003 period.
Reference 5131
Published 09 Jan 2005
Length 31 page(s)
Topic Strategy
Region Europe
Industry Entertainment, Media Production
The case describes the development of Bang & Olufsen, their strategic decision in the nineties to focus on luxury electronics, their innovation and branding strategy, their investment program in exclusive retail shops (B1 stores) and their large scale entry into the US market in the 1998 - 2003 period.
The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.
Reference 5075
Published 18 Dec 2002
Length 20 page(s)
Topic Strategy
Region Europe
Industry Retail, Media Production
The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.
The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.
Reference 5075
Published 18 Dec 2002
Length 6 page(s)
Topic Strategy
Region Europe
Industry Retail, Media Production
The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.
