• Dec 14, 2010
    Tiffany & Co. global strategy

    By Jeremy Snyder, Sara Dallaire, Patty Vukanovich, Matt Gottesman, Travis Goulding and Brad Hunter

  • Dec 14, 2010

    Embraer global strategyBy Aarohan Singh, Abhijit Chakrabarti, Alok Shah, Divy Jaisingh, Karn Dhandhania and Rishin Patel

    The first credit for human flight in history is given to the Wright brothers, who took their first flight in 1903. However, for commercial air travel, that honor is given to the British Overseas Aircraft Corporation, which in 1952, provided the world’s first commercial jet service. Within commercial jets, there has been a constant innovation taking place throughout the industry. Whether aspiring to create faster, safer, or more luxurious planes, this highly competitive industry is always looking for the next big thing.

  • Dec 14, 2010

    High Price tag: The F-35 Joint Strike Fighter, unveiled at a ceremony in Washington, is part of the most expensive weapon program in history. Photo: APBy Dawn Swearingin, Rohan Verma, Jameson Neuhoff, Travis Wattles, Priyanka Jain and Wei Zheng

    One of the few positive outcomes of the current financial crisis is the emergence of taxpayers as informed stakeholders in the activities of government. The U.S government, mindful of this development, is conceivably more cautious when allocating funds to its different departments. One exception is the Department of Defense, which has consistently seen on average a rise of 5 percent in its budget allocation throughout the last decade, whereas most other departments have faced major reductions.

  • Dec 14, 2010

    Embraer global strategyBy Saurabh Aphale, John Briscoe, Ankit Dwivedi, Megan Groves and Tosha Sorenson

    Just south of San Francisco sits DreamWorks Animation (DWA), a business environment more akin to a Tuscan village than a traditional animation studio. At the time of founding, current CEO Jeffrey Katzenberg and cofounders Geffen and Spielberg may not have thought the animation film industry would bear this level of competition. Rivals’ strategic alliances, technology, diversification, and company culture have contributed to the profound impact of box office returns.  To compete in this intense environment, DWA has developed a core set of capabilities which include pioneering technology, creativity incubation, and an exceptional company culture which foster growth and innovation.  Leaping 41 spots to number six on Fortune 100’s Best Employers to Work For survey has further catapulted DWA into the spotlight.

    Recession, Box Office Hits, and Competition

  • Dec 14, 2010

    Under Armour global strategyBy Gael Marchal, Hardy Drackett, Kali Poza, Robert Bigot, Venkat Srinivasan and Veronica Borrowdale

    “We must protect this house” is Under Armour’s rally cry; however, in broadening its brand the company has failed to protect the market it created. Under Armour recently has made several strategic missteps compromising its unique position. Its failure to make difficult trade-offs and CEO Kevin Plank’s inability to articulate a clear strategic focus will ultimately dilute the Under Armour brand and hurt the bottom line.

  • Dec 14, 2010

    BYD global strategyBy Ajay Viswanathan, Jaseem Pookandy, Luca Rassenti, Pragya Uprety, Tsu-Yu Hsia and Vivek Mehta

    Shenzhen: Li is driving a group of passengers in his shiny new BYD E6 to the Bao’an International airport. Heavy traffic has depleted his E6 of all the charge and, to his dismay, he cannot find a single charging station in the 10-mile stretch to the airport. Li soon realizes he will face this problem each day, his business being severely impacted by the lack of infrastructure in his city. He has paid a steep price for an electric vehicle (EV) but now regrets the investment.

    San Francisco: Micheal, a Silicon Valley entrepreneur is evaluating options for his new “green car” purchase. At the top on his list is the Prius, but he also is contemplating waiting a little longer for new entrants from Nissan and the new Chinese auto giant, BYD. He is slightly skeptical due to the negative perception in the United States about Chinese automobile manufacturing and BYD’s problems and chooses the Prius hybrid, which works out just fine for the long weekend trips with his girlfriend.

  • Dec 14, 2010

    McDonald's strategy in IndiaBy Alick Gordon, Arvind Deshmukh, Deviki Gupta, Sam Hung and Chul Won Baek

    Like many young men his age, Rohan was a bit nervous about his first date with Neha. They had been friends for many years, but this was the first time they had been out on their own together. After ordering their food, the waitress responded with the ubiquitous question, “Would you like fries with that?” “Yes please,” responded Rohan before paying and carrying his and Neha’s trays of food back to their table.

    Unlike in the United States, where most young adults would never think of going on a date to McDonald’s, in India it is a widely accepted and welcomed destination. McDonald’s India has carved a niche for itself in an increasingly competitive Indian fast food market by adapting itself in ways uncommon for the company in other parts of the globe. Through the company’s focus on teenagers and young adults as well as a highly specialized menu, McDonald’s has found success in India when many people said it could not be done.

  • Dec 14, 2010

    Ford Motors CEO Alan MulallyBy Han-Li Chang, Juan Carlos Hussong, Karan Singh, Milena Flament, Rohan Ghotage and Torry Schoenfeld

    During its early years, Ford earned a good reputation thanks to the T-model, the first affordable, mass-produced car in automotive history. Over time, Ford’s reputation became notorious for its emphasis on affordability at the expense of quality and innovation. The 1970 Ford Pinto is a good example of bad design and low quality. Through a series of low-quality cars, Ford’s reputation deteriorated.

  • Dec 14, 2010
    Dell global strategy

    What do you do when your best friend meets the new kid on the block who happens to be cooler than you and has better toys? You can pick up new toys, find a more loyal friend, or move to a new block. To be safe, you should try all three.

    For most kids, where our parents settle down is rarely a function of our popularity, but in this particular case, we’re not talking about Johnny losing Sally to Tommy. We’re talking about Dell. The block is the U.S. market. The best friend is the domestic consumer. And the new kid? Well, kids is more appropriate, but the coolest one on the street is the guitar playing, cigarette smoking, surf board riding Apple, which has resumed its role as a harbinger of counter-culture radicalization of the PC marketplace.

  • Dec 14, 2010

    Boeing 787 DreamlinerBy Shamus Angkrom, Raghu Gopal, Joseph Hake, Jacquelyn Hunter and Matt Williamson

    All people with any interest in flight, from the casual passenger to the industry analyst, will no doubt have been exposed to the recent buzz regarding the Airbus A380 and the Boeing 787 Dreamliner. In the United States all eyes have been set firmly on the production of the 787, as both regional and long-haul service providers plan to utilize the 787 in a manner that will create a great deal of competition for the A380. You would be hard-pressed to reference commercial air travel or U.S.-based defense without the inclusion of Boeing or its various subsidiaries.

  • Dec 14, 2010

    Louis Vuitton strategy“The whole problem that we all have, and Louis Vuitton is the leader of the industry – is to manage what I call the ‘paradox of luxury.’ How can you grow year after year, and give the satisfaction to many more customers, in many more countries, and at the same time keep this sort of exclusivity of luxury?” — Yves Carcelle, February 2008

    By Swecha Bhavana, Rodrigo Castillo, Sampad Das, Noah Emery, Estella He and Ho Young Kim

  • Dec 14, 2010

    HP global strategyBy Manish Chhokar, Andres Camacho, Maria Teresa Morazan, Archit Kansal, Aaron Sanchez and Michael A. Sherry

    After a long week at his hectic new consulting job in New York, Robert Baron was anticipating a relaxing evening at the new restaurant in town. He was seated quickly upon his arrival and given an amazing table near the front of the establishment. As he settled in to his booth, and opened the massive menu that lay on his table, he quickly realized that something was off, hampering his ability to truly enjoy the experience that he was about to have.

    At first, he was unsure of what was bothering him, but something about being a patron of this particular restaurant was causing him to feel overwhelmed and anxious. As he scanned the 60+ different entree and combination choices staring him in the face, he quickly realized that he was suffering from overwhelm, due to more choices than his brain could effectively process.

  • Dec 14, 2010

    Disney Cruise LineMaybe Disney has just spoiled me. All I know is that from the moment I make my reservation with Disney to the moment I step off their ship, I am treated like royalty. As I was walking off the [Norwegian] ship this morning,the last thing I heard was a man scream at the top of his lungs, “I will NEVER sail this cruise line EVER again.” I was not surprised when the woman at Guest Services yelled equally as loud back, “Good, I hope you never do!” I think it is fair to say that exchange would have NEVER have happened on a Disney ship. — Nickelodeon Norwegian Cruise passenger

    By Rodrigo Quezada, Munish Jhavri, Stephanie Snyder, Nick Ford, Lauren Sanne and Riley Roberts

  • Dec 13, 2010

    Coach men's lineBy Susannah Ware, Kshitij Shetty, Laura Haslee, Brian Bizjack and Juliana Figueiredo

    As Coach Inc. launches its men’s-only shop in New York City, it is taking a big risk by deviating from its established image in affordable women’s luxury goods. However, its efforts seem to be paying off at least in the eyes of one reviewer responding to the new store, “I really like this shop because … it’s perfect for gift-giving purchases. … Who’s gonna argue with a nifty Coach card holder or bucket hat?”[1]

  • Dec 13, 2010

    Whole Foods global strategyBy Amanda Roberson, Amy Zelezen, Ankush Brahmavar, Boris Pilipenko, Kinjal Gandhi and Matt Werner

  • Dec 13, 2010

    Counterfeit goods sold openly in China can be hard to distinguish from the genuine article.By Jayce Crowther, Max Cheng, Josh Lunbeck, Alice Cheng and Chiu Chien-Kuo

  • Dec 11, 2010

    chipotle1By Matthew Blong, Richard Kim, Rebecca Knowles, Wei Li, Eri Miyagi and Ryan Scalise

    Stephen Lindner’s eyes lit up as he pulled a hefty burrito wrapped in foil out of a brown bag covered with the catch phrases “I think about Chipotle every time my stomach growls” and “one delicious bite left in the bottom!

    When asked what he liked so much about Chipotle, the graduate student at Thunderbird School of Global Management in Glendale, AZ – famished as he began to devour his burrito – immediately responded, “because it tastes good!”

    Without knowing it, Lindner exemplifies the effect that Chipotle’s strategic advantage has on its customers.  Namely, that Chipotle tastes great because it serves classic Mexican entrees made from organic and locally sourced meats and produce, all under the banner of the company’s motto, “Food with Integrity.”  And like Lindner, few Chipotle customers realize that good taste is, in fact, a direct result of organic ingredients.

  • Aug 13, 2010

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