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15 case(s) found.

Boyd’s Barber Shop and Covid-19: To Cut or Not to Cut, that is the Question

By  David A. Soberman,  Vivek Nandur
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The case recounts the dilemma faced by Donnie Boyd, the owner of a small barber shop in downtown Toronto in the second quarter of 2020. The COVID-19 pandemic had spread throughout the world but its consequences were only partially known in mid-2020.

    Published 24 Apr 2023

    Reference 6810

    Length 11 page(s)

    Topic Marketing

    Region North America

    Industry Consumer Services

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    Boyd’s Barber Shop and Covid-19: To Cut or Not to Cut, that is the Question

    By  David A. Soberman,  Vivek Nandur
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    The case recounts the dilemma faced by Donnie Boyd, the owner of a small barber shop in downtown Toronto in the second quarter of 2020. The COVID-19 pandemic had spread throughout the world but its consequences were only partially known in mid-2020.
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      Careem - Selling Rides or Selling Tech? Strategic Agility and Scope in a Platform Business

      By  Neil Jones,  Jean Wee
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      In 2012, when Careem first started operations in Dubai as a private limousine booking business, it was a tiny start-up working with just US$100,000 of its founders’ savings. Selim Turki is hired (its 18th employee) to develop and market its platform as a ‘white label’ solution for companies’ transport arrangements.

        Published 12 Nov 2019

        Reference 6546

        Length 22 page(s)

        Topic Entrepreneurship

        Region Middle-East

        Industry Consumer Services,  Transportation/Trucking/Railroad

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        Careem - Selling Rides or Selling Tech? Strategic Agility and Scope in a Platform Business

        By  Neil Jones,  Jean Wee
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        In 2012, when Careem first started operations in Dubai as a private limousine booking business, it was a tiny start-up working with just US$100,000 of its founders’ savings. Selim Turki is hired (its 18th employee) to develop and market its platform as a ‘white label’ solution for companies’ transport arrangements.
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          TikTok's AI Strategy: ByteDance's Global Ambitions

          By  Jason P. Davis,  Minh Vo,  Anne Yang
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          ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.

            Published 31 May 2019

            Reference 6489

            Length 16 page(s)

            Topic Entrepreneurship

            Region Global

            Industry Computer Networking,  Consumer Services,  Information Technology and Services

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            TikTok's AI Strategy: ByteDance's Global Ambitions

            By  Jason P. Davis,  Minh Vo,  Anne Yang
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            ByteDance, the Chinese company behind TikTok, the viral short video app, made headline news when its valuation jumped to $75 billion, surpassing Uber ($72 billion) to become the world’s most valuable start-up.
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              HelloZack: Simplifying the Apple Selling Experience

              By  James Costantini,  Dawn Jarisch
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              HelloZack is a young entrepreneurial firm based in Paris focused on the purchase and resale of second-hand Apple products, part of a broader ecosystem that supports ongoing use of Apple products.

                Published 02 May 2019

                Reference 6487

                Length 25 page(s)

                Topic Strategy

                Region Europe

                Industry Consumer Services,  Consumer Electronics

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                HelloZack: Simplifying the Apple Selling Experience

                By  James Costantini,  Dawn Jarisch
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                HelloZack is a young entrepreneurial firm based in Paris focused on the purchase and resale of second-hand Apple products, part of a broader ecosystem that supports ongoing use of Apple products.
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                  Cloudy Analytics Inc.

                  By  Sameer Hasija,  Shantanu Bhattacharya
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                  This case showcases how access- and ownership-based business models segment the market based on useage heterogeneity, and how pricing equilibrium emerges from the resulting duopoly.

                    Published 28 Jun 2019

                    Reference 6288

                    Length 2 page(s)

                    Topic Operations

                    Region Asia

                    Industry Consumer Services

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                    Cloudy Analytics Inc.

                    By  Sameer Hasija,  Shantanu Bhattacharya
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                    This case showcases how access- and ownership-based business models segment the market based on useage heterogeneity, and how pricing equilibrium emerges from the resulting duopoly.
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                      The American Beauty Salon Industry in 2008 (A)

                      By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                      Drybar was launched in 2010 with the tagline “No cuts. No color. Just Blowouts!” by hair stylist Alli Webb and her brother Michael Landau. Blow-drying had long been provided in most hair salons, but was considered an add-on or infrequent stand-alone service that did not incur a significant and consistent revenue stream.

                        Published 26 Aug 2016

                        Reference 6237

                        Length 10 page(s)

                        Topic Strategy

                        Region North America

                        Industry Consumer Services

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                        The American Beauty Salon Industry in 2008 (A)

                        By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                        Drybar was launched in 2010 with the tagline “No cuts. No color. Just Blowouts!” by hair stylist Alli Webb and her brother Michael Landau. Blow-drying had long been provided in most hair salons, but was considered an add-on or infrequent stand-alone service that did not incur a significant and consistent revenue stream.
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                          Drybar (B): No Cuts. No Color. Just Blowouts!

                          By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                          Drybar (B) is presented in an innovative cartoon storybook format to help enhance participants' understanding of Drybar's offering through an entertaining experience that is both informative and emotionally engaging. Supplementary Video and Lecture Slides can be obtained at https://www.blueoceanstrategy.com/teach

                            Published 26 Aug 2016

                            Reference 6237

                            Length 27 page(s)

                            Topic Strategy

                            Region North America

                            Industry Consumer Services

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                            Drybar (B): No Cuts. No Color. Just Blowouts!

                            By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                            Drybar (B) is presented in an innovative cartoon storybook format to help enhance participants' understanding of Drybar's offering through an entertaining experience that is both informative and emotionally engaging. Supplementary Video and Lecture Slides can be obtained at https://www.blueoceanstrategy.com/teach
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                              How Apple’s Corporate Strategy Drove High Growth

                              By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                              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.

                                Published 31 Jul 2012

                                Reference 5860

                                Length 6 page(s)

                                Topic Strategy

                                Region North America

                                Industry Consumer Services,  Electrical/Electronic Manufacturing,  Online Media

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                                How Apple’s Corporate Strategy Drove High Growth

                                By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                                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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                                  How Apple’s Corporate Strategy Drove High Growth (Chinese)

                                  By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                                  This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.

                                    Published 26 Jun 2018

                                    Reference 5860

                                    Length 10 page(s)

                                    Topic Strategy

                                    Region North America

                                    Industry Consumer Services,  Electrical/Electronic Manufacturing,  Online Media

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                                    How Apple’s Corporate Strategy Drove High Growth (Chinese)

                                    By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                                    This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.
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                                      How Apple’s Corporate Strategy Drove High Growth (Spanish)

                                      By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                                      This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.

                                        Published 23 Feb 2018

                                        Reference 5860

                                        Length 6 page(s)

                                        Topic Strategy

                                        Region North America

                                        Industry Consumer Services,  Electrical/Electronic Manufacturing,  Online Media

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                                        How Apple’s Corporate Strategy Drove High Growth (Spanish)

                                        By  W. Chan Kim,  Renée Mauborgne,  Oh Young Koo
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                                        This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.
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                                          Digital Video Recorders: Starting a TV Revolution?

                                          By  Markus Christen
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                                          In 1999, TiVo and Replay Networks introduced the first digital video recorders (DVR) to replace the video cassette recorder (VCR) and move television viewing into the digital age. Experts predicted fast household adoption based on the excitement the DVR had created in pre-launch market research. Almost a decade later, the promised DVR revolution is still waiting to happen.

                                            Published 23 Jun 2014

                                            Reference 5428

                                            Length 17 page(s)

                                            Topic Marketing

                                            Region North America

                                            Industry Consumer Services

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                                            Digital Video Recorders: Starting a TV Revolution?

                                            By  Markus Christen
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                                            In 1999, TiVo and Replay Networks introduced the first digital video recorders (DVR) to replace the video cassette recorder (VCR) and move television viewing into the digital age. Experts predicted fast household adoption based on the excitement the DVR had created in pre-launch market research. Almost a decade later, the promised DVR revolution is still waiting to happen.
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                                              Aquagliss / Ultraglide

                                              By  Reinhard Angelmar
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                                              The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.

                                                Published 01 Jan 1994

                                                Reference 4410

                                                Length 33 page(s)

                                                Topic Marketing

                                                Region Europe

                                                Industry Consumer Services,  Marketing and Advertising

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                                                Aquagliss / Ultraglide

                                                By  Reinhard Angelmar
                                                Add to cart Free Case
                                                The case describes the evolution, between the 1970s and the 1990s, of the new product development process in the Calor division of the French SEB group, a world leader in small household durables. Calor has tried out a wide range of different approaches to new product development, some highly successful, others less. Marketing domination of the process was not associated with success.
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