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29 cases found.

The Indian Premier League: Innovation Without Disruption

By  W. Chan Kim,  Renee Mauborgne,  Oh Young Koo
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The background notes accompany the free online case “Indian Premier League: Innovation Without Disruption”, a self-paced, interactive case that lets readers analyze the strategic logic behind the launch of Indian Premier League (IPL) using blue ocean analytical tools and frameworks.

    Published 28 Aug 2019

    Reference 6515

    Topic Strategy

    Region Asia

    Industry Entertainment,  Sports

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    The Indian Premier League: Innovation Without Disruption

    Add to cart new
    The background notes accompany the free online case “Indian Premier League: Innovation Without Disruption”, a self-paced, interactive case that lets readers analyze the strategic logic behind the launch of Indian Premier League (IPL) using blue ocean analytical tools and frameworks.
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      Benjamin Millepied at the Paris Opera Ballet

      By  Isabelle Solal,  Kaisa Snellman,  Gianpiero Petriglieri
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      In December 2015, barely one year into his tenure as the head of the Paris Opera Ballet (POB), celebrity dancer, choreographer, and entrepreneur Benjamin Millepied was caught in a storm of controversy.

        Published 26 Jul 2019

        Reference 6499

        Topic Leadership & Organisations

        Region Europe

        Industry Entertainment,  Performing Arts

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        Benjamin Millepied at the Paris Opera Ballet

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        In December 2015, barely one year into his tenure as the head of the Paris Opera Ballet (POB), celebrity dancer, choreographer, and entrepreneur Benjamin Millepied was caught in a storm of controversy.
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          Nintendo Switch: Shifting from Market-Competing to Market-Creating Strategy

          By  W. Chan Kim,  Renee Mauborgne,  Michael Olenick
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          Nintendo languished in last place during the console wars of the early 2000s, with game industry analysts suggesting that the Kyoto-based firm exit the gaming console market altogether. Instead, Nintendo used Blue Ocean Strategy to redefine market boundaries, creating the best-selling video-game console ever, the Nintendo Wii.

            Published 02 May 2019

            Reference 6486

            Topic Strategy

            Region Asia

            Industry Computer Games,  Computer Software,  Entertainment

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            Nintendo Switch: Shifting from Market-Competing to Market-Creating Strategy

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            Nintendo languished in last place during the console wars of the early 2000s, with game industry analysts suggesting that the Kyoto-based firm exit the gaming console market altogether. Instead, Nintendo used Blue Ocean Strategy to redefine market boundaries, creating the best-selling video-game console ever, the Nintendo Wii.
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              The Mouse and the Fox: A Disney Story

              By  Massimo Massa,  Michael Ziad
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              The cases deals with the acquisition by Disney of the Murdoch group and the strategies employed by the firms in the media industry to manage disruption.

                Published 28 Jun 2019

                Reference 6480

                Topic Economics & Finance

                Region North America

                Industry Entertainment,  Media Production

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                The Mouse and the Fox: A Disney Story

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                The cases deals with the acquisition by Disney of the Murdoch group and the strategies employed by the firms in the media industry to manage disruption.
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                  Disney and 21st Century Fox: Reshaping Disney's Strategy for the Digital Age

                  By  Guillaume Roels,  Anne-Marie Carrick
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                  At the end of 2017, Disney announced it would acquire the majority of 21st Century Fox’s assets including its movie studio, TV production company, cable channels and regional sports networks. If approved, the deal would give Disney the scale and content to develop its own streaming service by 2019, when its contract with Netflix expired.

                    Published 30 Nov 2018

                    Reference 6400

                    Topic Operations

                    Region Global

                    Industry Entertainment,  Media Production

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                    Disney and 21st Century Fox: Reshaping Disney's Strategy for the Digital Age

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                    At the end of 2017, Disney announced it would acquire the majority of 21st Century Fox’s assets including its movie studio, TV production company, cable channels and regional sports networks. If approved, the deal would give Disney the scale and content to develop its own streaming service by 2019, when its contract with Netflix expired.
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                      A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses

                      By  W. Chan Kim,  Renee Mauborgne,  Mi Ji
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                      For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.

                        Published 28 Aug 2017

                        Reference 6304

                        Topic Strategy

                        Region Global

                        Industry Entertainment,  Music

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                        A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses

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                        For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.
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                          A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses (Chinese)

                          By  W. Chan Kim,  Renee Mauborgne,  Mi Ji
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                          For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.

                            Published 11 Dec 2017

                            Reference 6304

                            Topic Strategy

                            Region Global

                            Industry Entertainment,  Music

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                            A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses (Chinese)

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                            For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.
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                              A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses (Korean)

                              By  W. Chan Kim,  Renee Mauborgne,  Mi Ji
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                              For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.

                                Published 23 Mar 2018

                                Reference 6304

                                Topic Strategy

                                Region Global

                                Industry Entertainment,  Music

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                                A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses (Korean)

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                                For several decades, the classical music industry has been in decline with demand down, costs up and profits shrinking as many orchestras struggle for survival. Against this backdrop, André Rieu and his Johann Strauss Orchestra stand apart.
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                                  Tragedy on Everest

                                  By  David Breashears,  Morten T. Hansen,  Ludo Van der Heyden,  Elin Williams
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                                  This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.

                                    Published 28 Sep 2011

                                    Reference 5519

                                    Topic Entrepreneurship

                                    Region Asia

                                    Industry Sporting Goods,  Entertainment

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                                    Tragedy on Everest

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                                    This case describes the tragedy that occurred on Everest in 1996 - when teams led by highly-skilled guides got caught in a terrible storm, causing the death of the team leaders and several of the client climbers. It delves into the factors that help teams survive when they encounter turbulence, and why others in similar circumstances meet tragedy.
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                                      What Price Vertigo?

                                      By  Ioana Popescu
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                                      The case uses the example of U2's 2005 world tour to investigate price differentiation in the context of entertainment industries, and particularly multi-pricing in a (capacity) constrained environment.

                                        Published 03 Jan 2006

                                        Reference 5342

                                        Topic Marketing

                                        Region Europe

                                        Industry Entertainment

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                                        What Price Vertigo?

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                                        The case uses the example of U2's 2005 world tour to investigate price differentiation in the context of entertainment industries, and particularly multi-pricing in a (capacity) constrained environment.
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                                          Bang & Olufsen and the Electronics Entertainment Industry in 2003

                                          By  Karel Cool,  Hans Ulrik Noergaard
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                                          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.

                                            Published 09 Jan 2005

                                            Reference 5131

                                            Topic Strategy

                                            Region Europe

                                            Industry Entertainment,  Media Production

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                                            Bang & Olufsen and the Electronics Entertainment Industry in 2003

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                                            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.
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                                              Extending the "easy" Business Model: What Should easyGroup Do Next?

                                              By  Yves L. Doz,  Anita Balchandani
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                                              easyGroup is contemplating its entry into the cinema exhibition business in the UK through the launch of a no-frills cinema. The company believes that it can redeploy the capabilities, such as yield management, that led to the success of easyJet, its low cost airline business, into this new venture.

                                                Published 06 Jan 2003

                                                Reference 5119

                                                Topic Strategy

                                                Region Europe

                                                Industry Entertainment

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                                                Extending the "easy" Business Model: What Should easyGroup Do Next?

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                                                easyGroup is contemplating its entry into the cinema exhibition business in the UK through the launch of a no-frills cinema. The company believes that it can redeploy the capabilities, such as yield management, that led to the success of easyJet, its low cost airline business, into this new venture.
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