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9 cases found.
The notion that innovation is tied to creative destruction is embedded in the psyche of innovators and entrepreneurs, which is why individuals and companies instinctively focus on disruption in pursuit of innovation and growth. But is disruption the only way to innovate and create new markets? And is it the best way?
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Reference 6634
Published 15 Jan 2021
Topic Strategy
Region Global
Industry Computer Games, Computer Software, Entertainment
The notion that innovation is tied to creative destruction is embedded in the psyche of innovators and entrepreneurs, which is why individuals and companies instinctively focus on disruption in pursuit of innovation and growth. But is disruption the only way to innovate and create new markets? And is it the best way?
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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Reference 6515
Published 28 Aug 2019
Topic Strategy
Region Asia
Industry Entertainment, Sports
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.
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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Reference 6486
Published 02 May 2019
Topic Strategy
Region Asia
Industry Computer Games, Computer Software, Entertainment
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.
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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Reference 6304
Published 28 Aug 2017
Topic Strategy
Region Global
Industry Entertainment, Music
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.
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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Reference 5119
Published 06 Jan 2003
Topic Strategy
Region Europe
Industry Entertainment
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.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
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Reference 4999
Published 15 Apr 2002
Topic Strategy
Region Global
Industry Entertainment
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.
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Reference 4999
Published 01 Mar 2002
Topic Strategy
Region Global
Industry Entertainment
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.
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?
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Reference 4896
Published 01 Aug 2000
Topic Strategy
Region North America
Industry Retail, Consumer Goods, Entertainment
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?
The home video-game market in Japan was relatively small and the market in the US was on the verge of collapse. In Japan, Nintendo could expect stiff competition from a number of companies in, or actively considering an entry in this market. This did not look a good time for Nintendo to make an entry. Conventional strategic thinking would suggest that it is a suicidal action to enter the market.
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Reference 4745
Published 01 Jan 1998
Topic Strategy
Region Global
Industry Computer Games, Entertainment
The home video-game market in Japan was relatively small and the market in the US was on the verge of collapse. In Japan, Nintendo could expect stiff competition from a number of companies in, or actively considering an entry in this market. This did not look a good time for Nintendo to make an entry. Conventional strategic thinking would suggest that it is a suicidal action to enter the market.