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6 case(s) found.
The case describes the battle between Google, the world’s leading search engine, and Baidu, a local entrepreneurial firm in China. In 2009, Baidu’s internet traffic share in the country was over three times that of Google and Yahoo!China. Would Google utilise its global resources to impose its dominance in China? Could Baidu defend its leading position?
The case describes the battle between Google, the world’s leading search engine, and Baidu, a local entrepreneurial firm in China. In 2009, Baidu’s internet traffic share in the country was over three times that of Google and Yahoo!China. Would Google utilise its global resources to impose its dominance in China? Could Baidu defend its leading position?
This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.
This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.
This case considers the transition from Sir Colin Marshall, key architect of BAs spectacular restructuring and revitalisation (described in the case Becoming the Worlds Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Aylings challenge is to sustain BAs position of leadership in the airline industry.
This case considers the transition from Sir Colin Marshall, key architect of BAs spectacular restructuring and revitalisation (described in the case Becoming the Worlds Favourite Airline), to Robert Ayling. In an increasingly deregulated market, Aylings challenge is to sustain BAs position of leadership in the airline industry.
The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage.
The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage.
Between 1981 and 1987, SAS underwent a remarkable transition under a new management team headed by Jan Carlzon. From being a loss-making, demoralised organisation that competed at the periphery of the airline industry, it has become a highly profitable, energetic company and an important player in a rapidly changing global industry.
Reference 3041
Published 01 Mar 1988
Length 21 page(s)
Topic Strategy
Between 1981 and 1987, SAS underwent a remarkable transition under a new management team headed by Jan Carlzon. From being a loss-making, demoralised organisation that competed at the periphery of the airline industry, it has become a highly profitable, energetic company and an important player in a rapidly changing global industry.
Canon has sustained a very high growth rate by continuously building new capabilities and exploiting these capabilities. In particular, the case focuses on the company's organizational structures and management processes that support its ability to build and leverage competencies.
Canon has sustained a very high growth rate by continuously building new capabilities and exploiting these capabilities. In particular, the case focuses on the company's organizational structures and management processes that support its ability to build and leverage competencies.