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6 cases found.

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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      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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                  The House that Branson Built: From Counter-culture to Corporate Culture

                  By  Manfred F. R. Kets de Vries,  Robert Dick
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                  This case study provides an opportunity to explore the person-organisation interface. From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes of leadership.

                    Published 03 Jan 2000

                    Reference 4854

                    Topic Leadership & Organisations

                    Region Europe

                    Industry Airlines/Aviation,  Entertainment,  Media Production

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                    The House that Branson Built: From Counter-culture to Corporate Culture

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                    This case study provides an opportunity to explore the person-organisation interface. From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes of leadership.
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                      Disneyland® Paris Case Study on Global Strategy for International Set-up Marketing, Finance and Management 'Mickey Mouse' or an American Mouse in France

                      By  Alexandra Etienne-Benz,  Marc Bertonèche,  Francis Leonard
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                      This case analyses the difficult implementation of the 4th Disneyland Park near Paris, France, a typically American concept in the tourism and leisure industries, and its necessary adaptation to the economic and cultural environment. It follows on the first 4 years of exploitation, from the opening in April 1992 until early 1996.

                        Published 01 Jan 1996

                        Reference 4553

                        Topic Strategy

                        Region Europe

                        Industry Entertainment,  Leisure, Travel and Tourism

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                        Disneyland® Paris Case Study on Global Strategy for International Set-up Marketing, Finance and Management 'Mickey Mouse' or an American Mouse in France

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                        This case analyses the difficult implementation of the 4th Disneyland Park near Paris, France, a typically American concept in the tourism and leisure industries, and its necessary adaptation to the economic and cultural environment. It follows on the first 4 years of exploitation, from the opening in April 1992 until early 1996.
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