case study in strategic management

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HBS Case Selections

NIO: A Chinese EV Company's Global Strategy

• William C. Kirby
• Noah B. Truwit

India: Will the Giant Emerge?

• Christian H.M. Ketels
• Radhika Kak

JPMorgan Chase in Paris

• Joseph L. Bower
• Dante Roscini
• Elena Corsi
• Michael Norris

OpenAI: Idealism Meets Capitalism

• Shikhar Ghosh
• Shweta Bagai

Generative AI and the Future of Work

• Christopher Stanton
• Matt Higgins

Copilot(s): Generative AI at Microsoft and GitHub

• Frank Nagle
• Shane Greenstein
• Maria P. Roche
• Nataliya Langburd Wright
• Sarah Mehta

Innovation at Moog Inc.

• Brian J. Hall
• Ashley V. Whillans
• Davis Heniford
• Dominika Randle
• Caroline Witten

Innovation at Google Ads: The Sales Acceleration and Innovation Labs (SAIL) (A)

• Linda A. Hill
• Emily Tedards

Juan Valdez: Innovation in Caffeination

• Michael I. Norton
• Jeremy Dann

UGG Steps into the Metaverse

• Shunyuan Zhang
• Sharon Joseph
• Sunil Gupta
• Julia Kelley

Metaverse Wars

• David B. Yoffie

Roblox: Virtual Commerce in the Metaverse

• Ayelet Israeli
• Nicole Tempest Keller

Timnit Gebru: "SILENCED No More" on AI Bias and The Harms of Large Language Models

• Tsedal Neeley
• Stefani Ruper

Hugging Face: Serving AI on a Platform

• Kerry Herman
• Sarah Gulick

SmartOne: Building an AI Data Business

• Karim R. Lakhani
• Pippa Tubman Armerding
• Gamze Yucaoglu
• Fares Khrais

Honeywell and the Great Recession (A)

• Sandra J. Sucher
• Susan Winterberg

Target: Responding to the Recession

• Ranjay Gulati
• Catherine Ross
• Richard S. Ruback
• Royce Yudkoff

Hometown Foods: Changing Price Amid Inflation

• Julian De Freitas
• Jeremy Yang
• Das Narayandas

Elon Musk's Big Bets

• Eric Baldwin

Elon Musk: Balancing Purpose and Risk

Tesla's ceo compensation plan.

• Krishna G. Palepu
• John R. Wells
• Gabriel Ellsworth

China Rapid Finance: The Collapse of China's P2P Lending Industry

• Bonnie Yining Cao
• John P. McHugh

Forbidden City: Launching a Craft Beer in China

• Christopher A. Bartlett
• Carole Carlson

Booking.com

• Stefan Thomke
• Daniela Beyersdorfer

Innovation at Uber: The Launch of Express POOL

• Chiara Farronato
• Alan MacCormack

Racial Discrimination on Airbnb (A)

• Michael Luca
• Scott Stern
• Hyunjin Kim

Unilever's Response to the Future of Work

• William R. Kerr
• Emilie Billaud
• Mette Fuglsang Hjortshoej

AT&T, Retraining, and the Workforce of Tomorrow

• Joseph B. Fuller
• Carl Kreitzberg

Leading Change in Talent at L'Oreal

• Lakshmi Ramarajan
• Vincent Dessain
• Emer Moloney
• William W. George
• Andrew N. McLean

Eve Hall: The African American Investment Fund in Milwaukee

• Steven S. Rogers
• Alterrell Mills

United Housing - Otis Gates

• Mercer Cook

The Home Depot: Leadership in Crisis Management

• Herman B. Leonard
• Marc J. Epstein
• Melissa Tritter

The Great East Japan Earthquake (B): Fast Retailing Group's Response

• Hirotaka Takeuchi
• Kenichi Nonomura
• Dena Neuenschwander
• Meghan Ricci
• Kate Schoch
• Sergey Vartanov

Insurer of Last Resort?: The Federal Financial Response to September 11

• David A. Moss
• Sarah Brennan

Under Armour

• Rory McDonald
• Clayton M. Christensen
• Daniel West
• Jonathan E. Palmer
• Tonia Junker

Hunley, Inc.: Casting for Growth

• John A. Quelch
• James T. Kindley

Bitfury: Blockchain for Government

• Mitchell B. Weiss

Deutsche Bank: Pursuing Blockchain Opportunities (A)

• Lynda M. Applegate
• Christoph Muller-Bloch

Maersk: Betting on Blockchain

• Scott Johnson

Yum! Brands

• Jordan Siegel
• Christopher Poliquin

Bharti Airtel in Africa

• Tanya Bijlani

Li & Fung 2012

• F. Warren McFarlan
• Michael Shih-ta Chen
• Keith Chi-ho Wong

Sony and the JK Wedding Dance

• John Deighton
• Leora Kornfeld

United Breaks Guitars

David dao on united airlines.

• Benjamin Edelman
• Jenny Sanford

Marketing Reading: Digital Marketing

• Joseph Davin

Social Strategy at Nike

• Mikolaj Jan Piskorski
• Ryan Johnson

The Tate's Digital Transformation

Social strategy at american express, mellon financial and the bank of new york.

• Carliss Y. Baldwin
• Ryan D. Taliaferro

The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?

• Juan Alcacer
• David J. Collis

Dow's Bid for Rohm and Haas

• Benjamin C. Esty

Finance Reading: The Mergers and Acquisitions Process

• John Coates

Apple: Privacy vs. Safety? (A)

• Henry W. McGee
• Nien-he Hsieh
• Sarah McAra

Sidewalk Labs: Privacy in a City Built from the Internet Up

• Leslie K. John

Data Breach at Equifax

• Suraj Srinivasan
• Quinn Pitcher
• Jonah S. Goldberg

Apple's Core

• Noam Wasserman

Design Thinking and Innovation at Apple

• Barbara Feinberg

Apple Inc. in 2012

• Penelope Rossano

Iz-Lynn Chan at Far East Organization (Abridged)

• Anthony J. Mayo
• Dana M. Teppert

Barbara Norris: Leading Change in the General Surgery Unit

• Boris Groysberg
• Nitin Nohria
• Deborah Bell

Adobe Systems: Working Towards a "Suite" Release (A)

• David A. Thomas
• Lauren Barley

Home Nursing of North Carolina

Castronics, llc, gemini investors, angie's list: ratings pioneer turns 20.

• Robert J. Dolan

Basecamp: Pricing

• Frank V. Cespedes
• Robb Fitzsimmons

J.C. Penney's "Fair and Square" Pricing Strategy

J.c. penney's 'fair and square' strategy (c): back to the future.

• Jose B. Alvarez

Osaro: Picking the best path

• James Palano
• Bastiane Huang

HubSpot and Motion AI: Chatbot-Enabled CRM

• Thomas Steenburgh

GROW: Using Artificial Intelligence to Screen Human Intelligence

• Ethan S. Bernstein
• Paul D. McKinnon
• Paul Yarabe

GitLab and the Future of All-Remote Work (A)

• Prithwiraj Choudhury
• Emma Salomon

TCS: From Physical Offices to Borderless Work

Creating a virtual internship at goldman sachs.

• Iavor Bojinov
• Jan W. Rivkin

Starbucks Coffee Company: Transformation and Renewal

• Nancy F. Koehn
• Kelly McNamara
• Nora N. Khan
• Elizabeth Legris

JCPenney: Back in Business

• K. Shelette Stewart
• Christine Snively

Arup: Building the Water Cube

• Robert G. Eccles
• Amy C. Edmondson
• Dilyana Karadzhova

(Re)Building a Global Team: Tariq Khan at Tek

Managing a global team: greg james at sun microsystems, inc. (a).

• Thomas J. DeLong

Organizational Behavior Reading: Leading Global Teams

Ron ventura at mitchell memorial hospital.

• Heide Abelli

Anthony Starks at InSiL Therapeutics (A)

• Gary P. Pisano
• Vicki L. Sato

Wolfgang Keller at Konigsbrau-TAK (A)

• John J. Gabarro

The 2010 Chilean Mining Rescue (A)

• Faaiza Rashid

IDEO: Human-Centered Service Design

• Ryan W. Buell
• Andrew Otazo
• Benjamin Jones
• Alexis Brownell

Midland Energy Resources, Inc.: Cost of Capital

• Timothy A. Luehrman
• Joel L. Heilprin

Globalizing the Cost of Capital and Capital Budgeting at AES

• Mihir A. Desai
• Doug Schillinger

Cost of Capital at Ameritrade

• Mark Mitchell
• Erik Stafford

Finance Reading: Cost of Capital

Circles: series d financing.

• Paul W. Marshall
• Kristin J. Lieb
• William A. Sahlman
• Michael J. Roberts

Andreessen Horowitz

• Thomas R. Eisenmann

Entrepreneurship Reading: Partnering with Venture Capitalists

• Jeffrey J. Bussgang

David Neeleman: Flight Path of a Servant Leader (A)

• Matthew D. Breitfelder

Coach Hurley at St. Anthony High School

• Scott A. Snook
• Bradley C. Lawrence

Shapiro Global

• Michael Brookshire
• Monica Haugen
• Michelle Kravetz
• Sarah Sommer

Kathryn McNeil (A)

• Joseph L. Badaracco Jr.
• Jerry Useem

Carol Fishman Cohen: Professional Career Reentry (A)

• Myra M. Hart
• Robin J. Ely
• Susan Wojewoda

Alex Montana at ESH Manufacturing Co.

• Michael Kernish

Michelle Levene (A)

• Tiziana Casciaro
• Victoria W. Winston

John and Andrea Rice: Entrepreneurship and Life

• Howard H. Stevenson
• Janet Kraus
• Shirley M. Spence

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Strategy Case Studies

Case Studies in Strategic Management

How Executive Input Enables Students’ Development

• © 2019
• Gunther Friedl 0 ,
• Andreas Biagosch 1

TUM School of Management, Technical University of Munich, Munich, Germany

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• Merges theoretical knowledge, strategic thinking and specific analysis with practical business decisions
• Presents a new approach to case studies applied at the TUM School of Management
• Includes two case studies that won the international case writing competition at EFMD

Part of the book series: Management for Professionals (MANAGPROF)

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Case Studies

Case Method, the

• Case Method
• Executive Education
• Business School
• Commerzbank AG

Table of contents (4 chapters)

Front matter, case: the renewed case seminar.

• Andreas Biagosch

Supporting Companies and Participating Managers in Case Study Presentations

Case: unu gmbh: sharing is caring—a suitable business model for e-scooter in germany.

• Franziska Beck, Michael Krauß, Frieder Weidenbach

Case: UBS—Acquisition of Commerzbank AG as a Possible Growth Strategy

• Fahrudin Abazi, Philipp Deisler, Michael Eisenlauer

Back Matter

Editors and affiliations.

Gunther Friedl, Andreas Biagosch

About the editors

Andreas Biagosch worked for McKinsey & Company for more than 30 years. He is now member of several supervisory boards of large family firms and lectures at the Technical University of Munich.

Gunther Friedl is a Professor of Management Accounting at the Technical University of Munich and Dean of its Business School TUM School of Management.

Bibliographic Information

Book Title : Case Studies in Strategic Management

Book Subtitle : How Executive Input Enables Students’ Development

Editors : Gunther Friedl, Andreas Biagosch

Series Title : Management for Professionals

DOI : https://doi.org/10.1007/978-3-319-95555-1

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : Springer International Publishing AG, part of Springer Nature 2019

Hardcover ISBN : 978-3-319-95554-4 Published: 22 September 2018

Softcover ISBN : 978-3-030-07057-1 Published: 08 February 2019

eBook ISBN : 978-3-319-95555-1 Published: 08 September 2018

Series ISSN : 2192-8096

Series E-ISSN : 2192-810X

Edition Number : 1

Number of Pages : XX, 91

Number of Illustrations : 21 b/w illustrations, 45 illustrations in colour

Topics : Accounting/Auditing , Management Education , Innovation/Technology Management , Start-Ups/Venture Capital , Financial Accounting

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Book description

Through handpicked cases from a variety of areas and business houses, this book illustrates how strategic management can be used to achieve better operational performance and strengthen their services by aligning business goals with performance measures.

Table of contents

• Copyright (1/2)
• Copyright (2/2)
• ONLINE WEB RESOURCES
• ACKNOWLEDGEMENTS
• BSC PERSPECTIVES
• BSC APPROACH TO BUSINESS VALUE DELIVERY
• FRAMEWORK FOR DESIGNING MIS
• FURTHER READINGS
• INTRODUCTION
• RMRB INTERNATIONAL’S DIVISIONS
• SECTORS RESEARCHED BY RMRB
• SERVICES OFFERED BY RMRB
• SYNDICATED OFFERS
• PARENT COMPANY
• KANTAR GROUP
• RMRB INTERNATIONAL’S DIVISION: SRRI
• INFORMATION SECURITY
• DERIVATION OF OPERATIONAL STRATEGY
• DESIGN OF MANAGEMENT INFORMATION SYSTEM (MIS)
• MIS FOR THE RESEARCH DEPARTMENT
• DISCUSSION QUESTIONS
• COMPANY PROFILE
• HOLDING STRUCTURE
• BUSINESS DIVISIONS
• INDUSTRY OVERVIEW
• BUSINESS STRATEGY
• UNDERSTANDING THE TERM MERGER AND ACQUISITION (M&A)
• M&AS: A BUSINESS STRATEGY
• SOME ISSUES IN M&As
• MANAGING THE CHANGE DURING INTEGRATION
• STAGES IN M&A INTEGRATION
• BUSINESS PROCESS
• MAJOR STAKEHOLDERS
• MANAGEMENT INFORMATION SYSTEM (MIS) FOR INTEGRATION
• OBJECTIVES OF A MIS
• PRE-INTEGRATION STRATEGIC INFORMATION SYSTEM
• STRATEGIC INFORMATION SYSTEM FOR PROCESS INTEGRATION
• ARCHITECTURE FOR STRATEGIC INFORMATION FLOW
• BALANCED SCORECARD FOR M&A
• BUSINESS LOGIC
• MEASUREMENT OF KEY PARAMETERS
• A SAMPLE MIS REPORT
• BUSINESS BENEFITS OF MIS
• ECONOMIC BENEFIT PROJECTION
• BIBLIOGRAPHY
• INTRODUCTION TO TATA CHEMICALS
• GROWTH WITH RESPONSIBILITY
• ENRICHING LIFE
• FERTLIZER SECTOR OF TCL
• INDIAN AGRICULTURE AT A GLANCE
• TATA FERTILIZER
• STATERGIES ADOPTED FOR FERTILIZER BUSINESS
• INFORMATION FLOW FOR MARKETING OF FERTILIZERS BY TATA CHEMICALS
• COST-BENEFIT ANALYSIS FOR TECHNOLOGY INVESTMENT
• COMPETITION ANALYSIS
• SWOT ANALYSIS
• HISTORY OF MONSANTO
• ORGANOGRAM OF MONSANTO
• STAKEHOLDERS OF MONSANTO—A BRIEF REVIEW
• STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS
• ENTERPRISE RESOURCE PLANNING (ERP) TAKES ROOT
• FUNCTIONAL INTEGRATION
• INFORMATION SYSTEM ARCHITECTURE
• MONSANTO’s BUSINESS STRATEGY
• OPERATIONAL STRATEGY
• DEVELOPING R&D METRICS USING THE BALANCED SCORECARD APPROACH
• STRATEGY TREE
• THE BENEFITS OF INFORMATION SYSTEM (IS) ENABLED MANAGEMENT TRANSFORMATION
• FUNCTIONAL BENEFITS OF FUNCTIONAL INTEGRATION
• COST–BENEFIT ANALYSIS OF FUNCTIONAL INTEGRATION
• EVALUATION OF TANGIBLES
• MODEL FOR EVALUATION OF INTANGIBLES
• SAMPLE ITEMS FOR CUSTOMER SATISFACTION SURVEY
• CBA (TANGIBLES AND INTANGIBLES)
• RECOMMENDATIONS
• WHAT IS EVA?
• EVA COMPUTATION
• INTRODUCTION TO DCM SHRIRAM CONSOLIDATED LIMITED (DSCL)
• HISTORICAL MILESTONES
• DSCL'S BOARD OF DIRECTORS
• CORPORATE VISION OF DSCL
• MISSION STATEMENT OF DSCL
• DSCL AGRIBUSINESS
• STAKEHOLDERS OF DSCL AND THEIR OBJECTIVES
• BUSINESS OBJECTIVES OF DSCL
• BALANCED SCORECARD AND THE DERIVATION OF OPERATIONAL OBJECTIVES AND STRATEGIES
• ARCHITECTURAL DESIGN OF INFORMATION SYSTEMS
• PERIODICITY AND ROLE OF THE ACTIVITIES DESIGNED IN THE INFORMATION SYSTEM
• SAMPLE STATUS REPORT
• INTRODUCTION TO AGRIBUSINESS AND MICROFINANCE
• COMPANY PROFILE OF HDFC
• BUSINESS SEGMENTS OF HDFC
• MISSION AND STRATEGY OF HDFC
• ORGANIZATIONAL HIERARCHY OF HDFC
• AGRIBUSINESS AND MICROFINANCE BUSINESS
• KISAN GOLD CARD (KGC)
• IT AND MANAGEMENT INFORMATION SYSTEM (MIS) IN HDFC BANK
• BUSINESS SOLUTIONS
• INTEGRATED INFORMATION SYSTEM
• TEMPLATE OF BALANCE SCORECARD
• RECENT DEVELOPMENTS AND THE FUTURE
• INSURANCE: AN INDUSTRY OVERVIEW
• ICICI LOMBARD: COMPANY OVERVIEW
• OBJECTIVES OF STAKEHOLDERS
• SERVICES OFFERED BY ICICI LOMBARD
• CHANNELS USED TO TAP CUSTOMERS
• ORGANIZATIONAL STRUCTURE
• CORPORATE STRATEGY OF ICICI LOMBARD
• BALANCED SCORECARD
• BENEFITS OF MIS
• INDIAN LIFE INSURANCE INDUSTRY
• RELIANCE LIFE INSURANCE (RLI)
• VISION, MISSION AND GOALS
• STAKEHOLDERS AND THEIR OBJECTIVES
• STAGE OF THE ORGANIZATION
• PRODUCTS OFFERED BY RLI
• ISSUES AND CHALLENGES FACED BY RLI
• OPERATIONS STRATEGY OF RLI
• STEPS INVOLVED IN THE PREPARATION OF A BALANCED SCORECARD
• USE OF INFORMATION SYSTEM IN INSURANCE INDUSTRY
• FUNCTIONAL AREAS
• SOFTWARE TOOLS USED IN RLI
• REDRESS PERCENTAGE
• PERCENTAGE CONTRIBUTION OF NEW OFFERINGS
• PERCENTAGE OF ACTIVE ADVISORS
• AVERAGE NUMBER OF PRODUCTS SOLD PER ADVISOR
• FREQUENCY OF NUMBER OF CALLS LOGGED
• AVERAGE TURNAROUND TIME (TAT)
• SAMPLE MANAGEMENT INFORMATION SYSTEM (MIS) REPORT
• COST–BENEFIT ANALYSIS
• VISION OF A FIRM
• VISION OF PANTALOONS
• MISSION STATEMENT OF A FIRM
• MISSION STATEMENT OF PANTALOONS
• CORE VALUES AND BELIEFS OF PANTALOONS
• STAKEHOLDERS OF PANTALOONS AND THEIR OBJECTIVES
• BUSINESS MODEL FOR PANTALOONS
• BUSINESS OBJECTIVES OF PANTALOONS
• STEPS TO IMPLEMENT THE BALANCED SCORECARD TO DRIVE PERFORMANCE
• DERIVATION OF OBJECTIVES USING BALANCED SCORECARD FOR PANTALOONS
• MIS TOOLS USED IN PANTALOONS
• DISCUSSIONS AND FINDINGS
• RPG: BACKGROUND
• CURRENT SITUATION
• COMPANY OVERVIEW
• VISION OF THE COMPANY
• MISSION OF THE COMPANY
• VALUES OF THE COMPANY
• OBJECTIVES OF RPG
• CORPORATE STRATEGY
• IT STRATEGY
• CALCULATING THE ROI
• MANAGEMENT INFORMATION SYSTEM (MIS) IMPLEMENTATION
• INDUSTRY ANALYSIS
• ENVIRONMENTAL ANALYSIS
• STRATEGY OF TATA SKY
• PARAMETERS FOR BENCHMARKING
• DISTRIBUTION NETWORK
• FACTORS AFFECTING THE IT STRATEGY OF TATA SKY
• IT STRATEGY FOR TATA SKY
• ROLES AND RESPONSIBILITIES OF CHIEF INFORMATION OFFICER (CIO)
• ORGANIZATION STRUCTURE
• IMPLEMENTATION
• IMPLEMENTATION APPROACH
• BUSINESS INTELLIGENCE
• ARCHITECHTURE
• A COMPONENT-BASED ARCHITECHTURE
• BUSINESS ANALYTICS
• RISK MANAGEMENT
• TECHNOLOGY IN THE INDIAN BANKING INDUSTRY
• ICICI BANK COMPANY OVERVIEW
• CORPORATE STRATEGY OF ICICI BANK DERIVED FROM SWOT ANALYSIS
• STAKEHOLDERS OF ICICI BANK
• CORPORATE STRATEGY TO ADDRESS STAKEHOLDER PERSPECTIVES
• ROLE OF CHIEF INFORMATION OFFICER (CIO)
• IMPLEMENTATION OF MANAGEMENT INFORMATION SYSTEM (MIS)
• PROPOSED BI SYSTEMS FOR ICICI
• BI TOOLS USED IN ICICI BANK
• BUSINESS INFORMATION STRATEGY (BIS)
• RISK MANAGEMENT AND IT SECURITY
• RISK ASSESMENT AND SECURITY SYSTEMS USED BY ICICI
• TECHNOLOGY AND SYSTEMS THAT ARE SECURED AT ICICI
• BUSINESS CONTINUITY PLAN (BCP) AND DISASTER RECOVERY IN ICICI
• RISK MANAGEMENT SOLUTION ARCHITECTURE
• HARDWARE AND NETWORK AT ICICI
• IT-ENABLED SERVICES
• CURRENT SYSTEMS IN PLACE
• WAY FORWARD

Product information

• Title: Case Studies in Strategic Management
• Author(s): Sanjay Mohapatra
• Release date: June 2011
• Publisher(s): Pearson India
• ISBN: 9788131759844

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Examples of Strategic Management: Learn from Industry Leaders

Welcome to the world of strategic management, where businesses navigate the complex landscape of competition, innovation, and growth. In this comprehensive guide, we’ll delve into the fascinating realm of strategic management by exploring real-world examples of how some of the most successful companies and organizations have used strategic thinking to achieve remarkable results.

Strategic management is the art and science of formulating, implementing, and evaluating cross-functional  decisions that enable an organization to achieve its long-term objectives. It’s a critical aspect of business leadership, driving sustainable success and ensuring that companies not only survive but thrive in dynamic markets.

Our journey will take us through various sectors, from technology giants and automotive pioneers to startups, nonprofits, and government entities. By examining both successes and failures, you’ll gain valuable insights into the principles and practices of strategic management, allowing you to apply these lessons to your professional endeavors.

So, without further ado, let’s embark on this enlightening exploration of strategic management through the lens of remarkable examples from the business world.

Strategy Management

Strategy management is the systematic process of formulating, implementing, and evaluating strategies to achieve organizational goals and sustain a competitive advantage.

Understanding Strategic Management

Before we dive into the captivating examples of strategic management, let’s establish a solid understanding of what strategic management entails.

Strategic management is the comprehensive process of defining an organization’s direction,  making decisions  decisions on allocating its resources to pursue this direction and guiding the implementation of these  decisions .

It’s not a one-time task but rather an ongoing, dynamic process that aligns an organization’s internal capabilities with the demands of its external environment.

Key Components of Strategic Management

• Setting Clear Objectives: Strategic management begins with establishing clear, specific, and measurable objectives. These objectives provide a sense of purpose and direction for the entire organization.
• Environmental Analysis: Understanding the business environment is crucial. This includes analyzing industry trends, competitive forces, market dynamics, and potential risks and opportunities.
• Strategy Formulation: Once the organization’s objectives are defined and the external environment is assessed, the next step is developing a strategy. This involves determining how the organization will achieve its objectives, often considering factors like differentiation, cost leadership, or niche focus.
• Strategy Implementation: Formulating a strategy is only the first step; implementing it is equally important. This phase involves aligning the organization’s structure, processes, people, and culture with the chosen strategy.
• Evaluation and Control: Continuous evaluation and control mechanisms are necessary to ensure that the chosen strategy is producing the desired results. If not, adjustments may be required.

Now that we have a solid foundation in place, let’s explore how these principles are put into action with real-world examples of strategic management across diverse industries.

Strategic Management Frameworks and Tools

Strategic management involves the use of various frameworks and tools to analyze, plan, and execute strategies effectively. Understanding these tools is essential for any business professional.

Here are some of the most commonly used ones:

1. SWOT Analysis: A framework that helps organizations identify their Strengths, Weaknesses, Opportunities, and Threats. It’s a fundamental tool for  strategic planning .

2. PESTEL Analysis: This tool evaluates the Political, Economic, Sociocultural, Technological, Environmental, and Legal factors that can impact an organization.

3. Porter’s Five Forces: Developed by Michael Porter, this framework assesses the competitive forces within an industry, helping organizations determine their competitive position.

4. BCG Matrix: It’s a portfolio analysis tool that helps organizations assess their product offerings and allocate resources effectively. Products are categorized as Stars, Cash Cows, Question Marks, or Dogs.

5. Balanced Scorecard: This performance measurement framework considers financial and non-financial factors, allowing organizations to track progress toward their strategic goals.

6. Scenario Planning: In an uncertain environment, scenario planning involves creating multiple future scenarios to prepare for various outcomes.

7. Key Performance Indicators (KPIs): These are specific metrics that organizations track to measure progress toward strategic objectives.

The 5 Phases of the Strategic Management Process

Strategic management is a comprehensive and iterative process that guides organizations in making informed  decisions , formulating strategies, implementing them effectively, and evaluating their outcomes.

Understanding the various phases of the strategic management process is essential for achieving strategic objectives.

Let’s delve into each phase:

Examples of Strategic Management in Action

In this section, we’ll delve into captivating examples of strategic management from various sectors. These case studies offer valuable insights into how organizations leverage strategic thinking to thrive in competitive markets, innovate, and adapt to changing circumstances.

Stay tuned as we explore the strategic moves and  decisions made by industry leaders that have shaped their success.

1. Strategic Management at Apple Inc.

Our first stop on this tour of strategic management excellence is none other than Apple Inc. Founded in 1976, Apple has become a household name synonymous with innovation and cutting-edge technology.

Apple’s Strategic Vision: Apple’s co-founder, Steve Jobs, was known for his visionary approach to product development. He famously said, “Innovation distinguishes between a leader and a follower.”

Apple’s strategic management has been deeply rooted in this philosophy, focusing on creating products that are not just technologically advanced but also beautifully designed and user-friendly.

Key Strategic Moves:

• Product Diversification: Apple started as a computer company, but it didn’t stop there. The introduction of the iPod, iPhone, iPad, and Apple Watch showcased Apple’s ability to diversify its product portfolio strategically.
• Ecosystem Integration: Apple’s ecosystem is a prime example of strategic management. The seamless integration between devices, software (iOS, macOS), and services (Apple Music, iCloud) fosters customer loyalty and increases brand stickiness.
• Retail Strategy: Apple’s retail stores are strategically positioned in high-traffic locations, offering not just products but experiences. The design of Apple Stores, along with well-trained staff, creates a unique customer journey.
• Supply Chain Mastery: Efficient supply chain management allows Apple to deliver products to customers promptly. The company’s ability to source components globally and assemble them on time is a strategic advantage.
• Brand Image: Apple has meticulously cultivated its brand image as an innovator that challenges the status quo. This strategic positioning has helped Apple command premium prices for its products.

Takeaway: Apple’s strategic management demonstrates the importance of a clear vision, innovation, diversification, and a relentless focus on the customer experience.

2. Toyota: Pioneering Operational Excellence

Our next example hails from the automotive industry, and it’s none other than Toyota. Toyota’s approach to strategic management has revolutionized manufacturing processes and set new standards for operational efficiency.

Toyota’s Strategic Vision: Toyota’s vision revolves around “delivering better products and better services.” Its strategic management is grounded in the philosophy of “continuous improvement” or Kaizen.

• Lean Manufacturing: Toyota pioneered the concept of lean manufacturing, aiming to reduce waste, increase efficiency, and improve quality. The Toyota Production System (TPS) is a renowned example of strategic management focused on operational excellence.
• Global Expansion: Toyota strategically expanded its operations globally, becoming one of the largest automakers in the world. Its diverse product range caters to different markets and customer segments.
• Innovation in Hybrid Technology: Toyota’s introduction of the Prius, the world’s first mass-produced hybrid car, showcased its strategic commitment to sustainability and innovation.
• Quality Control: Toyota’s relentless pursuit of quality and its “stop the line” policy emphasizes its commitment to delivering exceptional products.
• Supply Chain Resilience: Toyota’s strategic management includes building a resilient supply chain. This was evident when the company navigated supply chain disruptions caused by Japan’s 2011 earthquake and tsunami.

Takeaway: Toyota’s strategic management teaches us the importance of operational excellence, continuous improvement, and a long-term commitment to quality and sustainability.

3. Airbnb: Disrupting the Hospitality Industry

Our final example brings us to the world of sharing economy and disruptive innovation—Airbnb.

Airbnb’s Strategic Vision: Founded in 2008, Airbnb’s strategic vision is to “create a world where anyone can belong anywhere.” It disrupted the traditional hospitality industry by leveraging technology to connect travelers with hosts offering unique accommodations.

• Platform-Based Model: Airbnb’s strategic management centers on its platform-based business model. It doesn’t own properties but provides a marketplace for hosts and guests to transact.
• Global Expansion: Airbnb strategically expanded its presence to become a global platform with listings in nearly every country. This expansion was supported by localization efforts and strategic partnerships.
• User-Centric Design: Airbnb’s focus on user experience and design thinking has been a strategic advantage. The platform is user-friendly, with features like reviews, secure payments, and personalized recommendations.
• Community Building: Airbnb strategically built a sense of community among hosts and guests through its branding and initiatives like host meetups and the “Airbnb Community Center.”
• Diversification: Over time, Airbnb strategically diversified its offerings beyond accommodations to include experiences and adventures, further enhancing its value proposition.

Takeaway: Airbnb’s strategic management illustrates the power of disruptive innovation, platform-based models, user-centric design, and the importance of building a strong community.

4. Amazon: Mastering Customer-Centricity

Amazon, the e-commerce giant founded by Jeff Bezos, epitomizes strategic management in the digital age. Its relentless focus on customer-centricity has propelled it to the forefront of the global retail industry.

Amazon’s Strategic Vision: Amazon’s vision is “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online.” Their strategic management revolves around leveraging technology to enhance customer experience.

• eCommerce Dominance: Amazon strategically disrupted the retail industry by pioneering e-commerce. They focused on providing customers with vast product selections, competitive prices, and convenient delivery options.
• Amazon Prime: The introduction of Amazon Prime, a subscription service offering free shipping and access to streaming services, was a strategic move that boosted customer loyalty and retention.
• Innovation Hub: Amazon’s strategic management includes heavy investments in innovation. They introduced the Kindle e-reader, Amazon Web Services (AWS), and Amazon Echo, expanding their reach into various tech sectors.
• Marketplace Model: Amazon’s strategic  decision to allow third-party sellers on its platform broadened its product offerings and created a win-win situation for sellers and customers.
• Supply Chain Optimization: Amazon’s strategic brilliance extends to supply chain management, allowing them to fulfill orders efficiently. This includes investments in robotics and a vast distribution network.

Takeaway: Amazon’s strategic success highlights the significance of customer-centricity, innovation, and adaptability in today’s dynamic business landscape.

5. Coca-Cola: Branding Mastery

Coca-Cola, a global beverage giant, is renowned for its strategic management in brand building and marketing. It’s a classic example of how a company can turn a product into an iconic global brand.

Coca-Cola’s Strategic Vision: Coca-Cola’s vision is “to refresh the world in mind, body, and spirit.” Their strategic management revolves around creating an emotional connection with consumers through their brands.

• Brand Portfolio: Coca-Cola strategically expanded its brand portfolio beyond Coca-Cola to include a variety of beverages such as Diet Coke, Fanta, and Sprite, catering to diverse consumer preferences.
• Global Reach: Coca-Cola’s strategic global expansion made its products available in over 200 countries. This extensive reach bolsters its brand recognition and market presence.
• Marketing and Advertising: Coca-Cola’s iconic marketing campaigns, including the “Share a Coke” campaign and memorable Super Bowl ads, showcase its strategic emphasis on advertising and brand promotion.
• Sponsorships and Partnerships: Coca-Cola’s strategic partnerships with major sporting events like the FIFA World Cup and the Olympics demonstrate their commitment to associating their brand with positive experiences.
• Product Diversification: Recognizing evolving consumer preferences, Coca-Cola has strategically diversified its product offerings to include healthier options and reduced-sugar beverages.

Takeaway: Coca-Cola’s strategic management illustrates the power of branding, marketing, and diversification in building a globally recognized and cherished brand.

6. Netflix: Pioneering Digital Streaming

Netflix, the global streaming giant, is a prime example of a company that strategically disrupted the entertainment industry by transitioning from DVD rentals to digital streaming.

Netflix’s Strategic Vision: Netflix’s vision is “to become the best global entertainment distribution service, licensing entertainment content around the world.” Their strategic management focuses on providing high-quality content to subscribers.

• Content Creation: Netflix strategically shifted from being a content distributor to a content creator. Their original content, like “House of Cards” and “Stranger Things,” has garnered critical acclaim and subscriber loyalty.
• Global Expansion: Netflix strategically expanded globally, making its streaming service available in over 190 countries. This global reach is a testament to their strategic vision of becoming a global entertainment powerhouse.
• Data-Driven Personalization: Netflix’s strategic use of data analytics enables it to personalize content recommendations for each user, enhancing the viewing experience and subscriber retention.
• Subscription Model: Netflix’s strategic  decision to adopt a subscription-based model allows it to generate steady revenue and invest heavily in content creation.
• Technology Investment: Netflix’s strategic investment in streaming technology ensures a seamless and high-quality streaming experience for subscribers.

Takeaway: Netflix’s strategic management highlights the significance of content creation, global expansion, data-driven personalization, and subscription-based revenue models in the digital entertainment industry.

7. Google: Dominating Online Search and Advertising

Google, led by Larry Page and Sergey Brin, is a strategic management powerhouse that transformed online search and digital advertising.

Google’s Strategic Vision: Google’s vision is “to provide access to the world’s information in one click.” Their strategic management revolves around organizing information and making it universally accessible and useful.

• Search Engine Dominance: Google’s strategic focus on delivering highly relevant search results and a user-friendly interface made it the world’s leading search engine.
• Advertising Model: Google’s strategic monetization through pay-per-click advertising, primarily through Google Ads (formerly AdWords), revolutionized digital advertising.
• Android Ecosystem: Google strategically developed the Android operating system, powering a significant portion of the world’s smartphones and expanding its ecosystem.
• Cloud Services: Google Cloud, part of Alphabet Inc. (Google’s parent company), is strategically positioned to compete in the cloud computing market.
• Innovation Ventures: Google’s strategic approach to innovation includes projects like Google X, focusing on moonshot technologies like self-driving cars, and Project Loon for internet connectivity in remote areas.

Takeaway: Google’s strategic management highlights the importance of search engine dominance, advertising revenue models, ecosystem development, and moonshot innovation.

8. Facebook (Meta Platforms): Connecting the World

Meta Platforms, formerly Facebook, under Mark Zuckerberg’s leadership, is a strategic management example that transformed social networking and digital communication.

Meta Platforms’ Strategic Vision: Meta’s vision is “to give people the power to build community and bring the world closer together.” Their strategic management centers on connecting people globally.

• User Base Expansion: Meta strategically expanded its user base by acquiring platforms like Instagram and WhatsApp, diversifying its social media portfolio.
• Advertising Monetization: Meta’s strategic monetization primarily relies on targeted advertising, offering advertisers extensive user data for precise targeting.
• Virtual Reality (VR) and Augmented Reality (AR): Meta is strategically investing in VR and AR technologies, envisioning a future of interconnected virtual experiences.
• Metaverse: The strategic focus on building the metaverse, a collective virtual shared space, aims to redefine digital interactions and experiences.
• Data Centers and Connectivity: Meta’s strategic investments in data centers and internet connectivity infrastructure support its global operations.

Takeaway: Meta Platforms’ strategic management emphasizes user engagement, advertising-driven revenue models, innovation in VR and AR, and the vision of a metaverse future.

9. Nike: Mastering Branding and Innovation

Nike, led by visionary figures like Phil Knight and Mark Parker, showcases strategic brand management and innovation in the sportswear industry.

Nike’s Strategic Vision: Nike’s vision is “to bring inspiration and innovation to every athlete in the world.” Their strategic management revolves around innovation, athlete endorsements, and brand identity.

• Iconic Branding: Nike’s strategic branding includes the creation of the famous “Swoosh” logo, making it one of the world’s most recognizable brands.
• Endorsement Deals: Nike’s strategic partnerships with athletes like Michael Jordan, LeBron James, and Serena Williams bolster brand recognition and aspiration.
• Innovation in Footwear: Nike’s strategic focus on footwear innovation, such as Air Max and Flyknit technologies, sets industry standards.
• Marketing Campaigns: Nike’s strategic marketing campaigns, like “Just Do It,” resonate with consumers and reinforce the brand’s message.
• Sustainability Initiatives: Nike’s strategic commitment to sustainability includes efforts like “Reuse-A-Shoe,” recycling old athletic shoes into sports surfaces.

Takeaway: Nike’s strategic management underscores the power of iconic branding, athlete endorsements, product innovation, emotionally resonant marketing, and sustainability in the sportswear sector.

10. Tesla: Revolutionizing Electric Vehicles

Tesla, spearheaded by visionary entrepreneur Elon Musk, represents a paradigm shift in the automotive industry and strategic management.

Tesla’s Strategic Vision: Tesla’s vision is “to create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.” Their strategic management revolves around sustainability, innovation, and disruption.

• Electric Vehicle (EV) Leadership: Tesla’s strategic focus on electric vehicles disrupted the automotive industry and accelerated the transition to sustainable transportation.
• Autonomous Driving: Tesla’s strategic integration of autonomous driving features, such as Autopilot, showcases a commitment to innovation and safety.
• Gigafactories: Tesla’s strategic establishment of Gigafactories globally ensures efficient EV production and battery technology development.
• Direct-to-Consumer Sales: Tesla’s strategic approach of selling directly to consumers disrupted traditional dealership models.
• Energy Solutions: Tesla’s strategic diversification into solar energy and energy storage with products like Solar Roof and Powerwall demonstrates a broader vision beyond EVs.

Takeaway: Tesla’s strategic management exemplifies the transformative power of innovation, sustainability, direct sales models, and diversification into complementary industries.

Examples of Strategic Failures

1. nokia: missed opportunities in the smartphone era.

Nokia, once an undisputed leader in mobile phones, serves as a notable example of strategic failure. While they had a strong market presence, Nokia failed to adapt to the smartphone revolution effectively.

Strategic Missteps:

• Lack of Innovation: Nokia was slow to innovate and adapt to changing consumer preferences. They stuck to their traditional mobile phone models while competitors were developing smartphones.
• Ignoring the Ecosystem: Nokia underestimated the importance of a robust app ecosystem, an area where Apple’s iOS and Google’s Android thrived.
• Ineffective Leadership: Frequent changes in leadership and organizational restructuring led to a lack of focus and direction.

Takeaway: Nokia’s downfall underscores the importance of innovation, adaptability, and staying attuned to market trends, even for industry leaders.

2. Blockbuster: Failing to Embrace Digital Streaming

Blockbuster, a giant in the video rental industry, faced a catastrophic strategic failure due to its inability to embrace digital streaming.

• Lagging Technology: Blockbuster was slow to adopt digital streaming technology and underestimated its potential.
• Failure to Adapt: While Netflix was disrupting the industry with its subscription-based streaming service, Blockbuster clung to its brick-and-mortar rental model.
• Missed Opportunities: Blockbuster had the chance to acquire Netflix early on but declined, which proved to be a costly  decision .

Takeaway: Blockbuster’s demise highlights the critical importance of staying ahead of technological trends and being open to strategic partnerships.

3. Kodak: Missed the Digital Photography Wave

Kodak, a pioneer in photography, failed to adapt to the digital photography revolution, leading to a decline in its market presence.

• Overreliance on Film: Kodak was heavily reliant on film-based photography and underestimated the shift toward digital photography.
• Failure to Innovate: While they did develop digital camera technology, Kodak didn’t effectively commercialize it due to concerns about cannibalizing their film business.
• Lack of Vision: The company failed to envision a future where digital photography would dominate.

Takeaway: Kodak’s story emphasizes the importance of continuously innovating and not being afraid to disrupt your business model when necessary.

4. Blackberry: Ignoring the Smartphone Revolution

Blackberry, once synonymous with secure mobile communication, faltered when it failed to adapt to the rise of touchscreen smartphones.

• Innovation Gap: Blackberry’s failure to innovate and transition to touchscreen devices left it behind competitors like Apple and Samsung.
• Inadequate App Ecosystem: Blackberry’s app ecosystem couldn’t compete with the iOS App Store and Google Play Store.
• Complacency: Blackberry’s leadership was slow to recognize the competitive threat posed by touchscreen smartphones.

Takeaway: Blackberry’s decline underscores the need for established companies to remain agile and innovative in the face of evolving technologies and consumer preferences.

5. Xiaomi: Expanding Too Quickly

Xiaomi, a Chinese smartphone manufacturer, experienced a strategic setback when it expanded too rapidly into international markets.

• Overseas Expansion: Xiaomi aggressively expanded into markets outside China, including India and Europe, which stretched its resources.
• Supply Chain Issues: Rapid expansion led to supply chain challenges, including shortages of products in key markets.
• Brand Awareness: Xiaomi faced challenges in building brand awareness and trust outside China.

Takeaway: Xiaomi’s experience emphasizes the importance of measured, sustainable international expansion and the need for strong supply chain management.

These examples of strategic failures serve as cautionary tales, illustrating the significance of adaptability, innovation, foresight, and market awareness in the world of strategic management.

Lessons Learned from Strategic Management Examples

1. innovation is a game-changer.

• Key Lesson: Innovating in products, services, or business models can disrupt industries and create new market leaders.
• Examples: Apple’s continuous innovation in consumer electronics, Tesla’s pioneering electric vehicles, and Dollar Shave Club’s subscription-based razor service.

2. Customer-Centric Approach Pays Off

• Key Lesson: Prioritizing customer needs and preferences can lead to strong brand loyalty and business growth.

Examples: Amazon’s customer-centric e-commerce, Airbnb’s focus on user reviews and trust, and Warby Parker’s “Home Try-On” program.

3. Adaptability is Crucial

• Key Lesson: Being adaptable to changing market conditions and consumer trends is essential for long-term success.
• Examples: Netflix’s shift from DVD rentals to streaming, Slack’s evolution as a workplace collaboration platform, and Airbnb’s expansion into experiences.

4. Effective Marketing Matters

• Key Lesson: Creative and effective marketing strategies can generate significant attention and customer acquisition.

Examples: Dollar Shave Club’s viral marketing video, Airbnb’s storytelling approach, and Apple’s iconic advertising campaigns.

5. Ecosystem Development Drives Growth

• Key Lesson: Building an ecosystem of products, services, or partnerships can enhance value for customers and drive business growth.

Examples: Apple’s ecosystem of devices and services, Slack’s third-party integrations, and Tesla’s Supercharger network.

6. Sustainability is a Competitive Advantage

• Key Lesson: Incorporating sustainability and environmental responsibility into business strategies can attract socially conscious consumers and enhance brand reputation.

Examples: Tesla’s commitment to sustainable transportation, Airbnb’s Green Hosting program, and Patagonia’s eco-friendly practices.

7. Digital Transformation is Inevitable

• Key Lesson: Embracing digital technologies and online platforms is crucial in today’s business landscape.

Examples: Amazon’s digital retail dominance, Netflix’s streaming platform, and Tesla’s over-the-air software updates.

8. Diversification Reduces Risk

• Key Lesson: Diversifying product or service offerings can mitigate risk and expand revenue streams.

Examples: Tesla’s expansion into solar energy and energy storage, Amazon Web Services (AWS), and Apple’s ecosystem diversification.

9. Trust and Transparency Build Loyalty

• Key Lesson: Establishing trust through transparent practices and customer reviews can foster loyalty and credibility.

Examples: Airbnb’s user review system, Tesla’s commitment to safety and quality, and Amazon’s customer feedback-driven improvements.

10. Long-Term Vision is Essential

• Key Lesson: Maintaining a clear and ambitious long-term vision guides strategic decisions and sustains business growth.
• Examples: Amazon’s focus on long-term value over short-term profits, Tesla’s mission to accelerate the world’s transition to sustainable energy, and Apple’s dedication to innovation.

These lessons illustrate the diverse strategies and approaches employed by successful companies across various industries.

By studying these examples and applying the core principles to your own business, you can develop more effective strategic management practices and enhance your organization’s competitiveness and growth prospects.

In this comprehensive exploration of strategic management, we’ve dissected a multitude of examples, both successes and failures, from diverse industries. Through these cases, we’ve unearthed invaluable lessons that can guide businesses towards prosperity and sustainability.

Key takeaways include the paramount importance of innovation, adaptability, customer-centricity, and sustainability.

It’s not enough to merely acknowledge these lessons. To thrive in today’s competitive landscape, businesses must actively apply strategic management principles. Whether you’re a startup seeking growth, a corporate giant aiming to stay agile, or an organization striving for a brighter, more sustainable future, strategic management offers the compass to navigate these endeavors.

Lastly, it’s crucial to understand that strategic management is not static; it evolves alongside technology, market trends, and consumer behaviors. The examples we’ve examined serve as beacons of innovation and adaptation.

As we move forward, new case studies will emerge, reshaping our understanding of effective strategic management. Stay vigilant, stay adaptable, and continue learning from the ever-changing landscape of strategic management.

Tumisang Bogwasi

2X Award-Winning Entrepreneur | Empowering Brands to Generate Leads, Grow Revenue with Business Strategy and Digital Marketing | Founder, CEO of Fine Group

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Department : The York Management School Credit value : 20 credits Credit level : M Academic year of delivery : 2022-23 See module specification for other years: 2023-24 2024-25

Module will run

Module aims

This module is concerned with the strategic management process. Corporate complexity and market uncertainty result in ambiguous and political processes. Many of the concepts, frameworks, and tools that are proffered for strategic managers appear straightforward in theory but can be difficult to apply in practice. This may be for two reasons: First, theories are abstractions used to capture a complex world and inevitably have limiting assumptions; Second, because at its heart strategy is a social process, which can be difficult to quantify or to analyse objectively. The module starts from the premise that it is these social processes that underpin economic performance.

This module aims to develop an in-depth knowledge of strategic management and to integrate knowledge from previous learning and experience to identify and address strategic concerns of firms. Key themes include strategic leadership, social responsibility, and ethics, the context of strategic management, competitive analysis, strategy in the multi-business firm, disruptive innovation, transformation and renewal, and strategic resilience. Themes are based around case studies in strategic management.

The case studies in strategic management that students will examine, provide technology for the application of theory and analysis, providing a proxy for practical decision making and problem-solving. The case method provides an opportunity for students to deal with ambiguity. The module aims to develop important employability skills in persuasive argumentation, critical thinking, problem definition, problem-solving, analysis and application and evaluative and integrative thinking.

Module learning outcomes

Academic and graduate skills

The ability to manage and synthesise relevant information about firms explicitly and rigorously Broad, integrative thinking; The ability to use management concepts to produce persuasive conclusions Ability to apply theories and models to new environments and contexts Ability to evaluate and critique business theories and models Ability to analyse complex business situations

Other learning outcomes (if applicable) Skills of argument development and persuasion Group working and presentation skills The ability to communicate analyses and conclusions clearly and persuasively

Module content

Subject content

The nature and source of competitive advantage and the fundamental drivers of strategic performance;

Business level and multi-business level strategy, organisational design, synergy, and responsiveness

The complexity of strategic management, including organisational purpose, the business environment, competitive analysis, and the firm

Key concepts associated with strategic management processes for formulating and implementing strategy, providing different perspectives for managing strategically;

The current issues being faced by strategic managers, including knowledge, information and technology management, strategic management of social responsibility, sustainability and business ethics

Indicative assessment

Special assessment rules

Indicative reassessment, module feedback.

A comprehensive module assessment report is released to students after the spring term exam board (within six weeks of the assessment submission). Individual written feedback is made available to students at the same time.

Indicative reading

Carter, C., Clegg, S.R. and Kornberger, M. (2008). Strategy, Theory and Practice , Sage, London

Grant, R. (2010). Contemporary Strategy Analysis . Wiley

Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). The Strategy Safari . NY: Free Press.

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• Case Studies

Case Study Basics

What is a case study *.

A case study is a snapshot of an organization or an industry wrestling with a dilemma, written to serve a set of pedagogical objectives. Whether raw or cooked , what distinguishes a pedagogical case study from other writing is that it centers on one or more dilemmas. Rather than take in information passively, a case study invites readers to engage the material in the case to solve the problems presented. Whatever the case structure, the best classroom cases all have these attributes: (1)The case discusses issues that allow for a number of different courses of action – the issues discussed are not “no-brainers,” (2) the case makes the management issues as compelling as possible by providing rich background and detail, and (3) the case invites the creative use of analytical management tools.

Case studies are immensely useful as teaching tools and sources of research ideas. They build a reservoir of subject knowledge and help students develop analytical skills. For the faculty, cases provide unparalleled insights into the continually evolving world of management and may inspire further theoretical inquiry.

There are many case formats. A traditional case study presents a management issue or issues calling for resolution and action. It generally breaks off at a decision point with the manager weighing a number of different options. It puts the student in the decision-maker’s shoes and allows the student to understand the stakes involved. In other instances, a case study is more of a forensic exercise. The operations and history of a company or an industry will be presented without reference to a specific dilemma. The instructor will then ask students to comment on how the organization operates, to look for the key success factors, critical relationships, and underlying sources of value. A written case will pre-package appropriate material for students, while an online case may provide a wider variety of topics in a less linear manner.

Choosing Participants for a Case Study

Many organizations cooperate in case studies out of a desire to contribute to management education. They understand the need for management school professors and students to keep current with practice.

Organizations also cooperate in order to gain exposure in management school classrooms. The increased visibility and knowledge about an organization’s operations and culture can lead to subsidiary benefits such as improved recruiting.

Finally, organizations participate because reading a case about their operations and decision making written by a neutral observer can generate useful insights. A case study preserves a moment in time and chronicles an otherwise hidden history. Managers who visit the classroom to view the case discussion generally find the experience invigorating.

The Final Product

Cases are usually written as narratives that take the reader through the events leading to the decision point, including relevant information on the historical, competitive, legal, technical, and political environment facing the organization. A written case study generally runs from 5,000 to 10,000 words of text supplemented with numerous pages of data exhibits. An online raw case may have less original text, but will require students to extract information from multiple original documents, videos of company leaders discussing the challenges, photographs, and links to articles and websites.

The first time a case is taught represents something of a test run. As students react to the material, plan to revise the case to include additional information or to delete data that does not appear useful. If the organization’s managers attend the class, their responses to student comments and questions may suggest some case revisions as well.

The sponsoring professor will generally write a “teaching note” to give other instructors advice on how to structure classroom discussion and useful bits of analysis that can be included to explicate the issues highlighted in the case study.

Finally, one case may inspire another. Either during the case writing process or after a case is done, a second “B” case might be useful to write that outlines what the organization did or that outlines new challenges faced by the organization after the timeframe of the initial case study.

* Portions of this note are adapted from E. Raymond Corey, “Writing Cases and Teaching Notes,” Harvard Business School case 399-077, with updates to reflect Yale School of Management practices for traditional and raw cases.

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Strategic Management: Text and Cases ,written by authors Dess, McNamara, Eisner, and Sauerwald continues itstradition of being readable, relevant, and rigorous. Its engaging writing styleminimizes jargon to maximize readability. It provides examples frommanagement practice and societal themes including environmental sustainability,ethics, globalization, entrepreneurship, and data analytics to make the contentrelevant. It draws on the latest research by management scholars andinsights from executives to balance accessibility with rigor. 

The authors provide separate chapters on the role of intellectualassets in value creation (Ch. 4), entrepreneurial strategy and competitivedynamics (Ch. 8), and fostering entrepreneurship in established organizations(Ch. 12). This version includes all the text and 38 cases. 

PART 1: STRATEGIC ANALYSIS 

Chapter 1: Strategic Management: Creating Competitive Advantages 

Chapter 2: Analyzing the External Environment of the Firm 

Chapter 3: Assessing the Internal Environment of the Firm 

Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources 

PART 2: STRATEGIC FORMULATION 

Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages 

Chapter 6: Corporate-Level Strategy: Creating Value through Diversification 

Chapter 7: International Strategy: Creating Value in Global Markets

Chapter 8: Entrepreneurial Strategy and Competitive Dynamics 

PART 3: STRATEGIC IMPLEMENTATION 

Chapter 9: Strategic Control and Corporate Governance 

Chapter 10: Creating Effective Organizational Designs 

Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization 

Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship 

PART 4: CASE ANALYSIS 

Chapter 13: Analyzing Strategic Management Cases

Cases: 

1. Robin Hood

2. The Global Casino Industry: Emerging from the Pandemic 

3. Theorybridge.com: Making Academic Research Relevant to Practitioners 

4. Dirty Laundry in the Fast Fashion Industry: H&M's Dilemma 

5. Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market 

6. Haribo and the Gummi Bear Business: A Sticky Situation 

7. Coinbase Global Inc. 

8. Moet Hennessey Louis Vuitton 

9. Southwest Airlines: Can “Luv” Be a Competitive Advantage? 

10. JetBlue in 2022 

11. Emirates Airline 

12. Ford: Traveling Two Roads 

13. General Motors: Plugging In? 

14. Lime: Is E-Bike Sharing the Next Uber? 

15. WW in 2022: Can Weight Watchers Shape Up? 

16. The Boston Beer Company: Competition is Brewing   

17. Heineken 

18. Tata Starbucks: A New Brew for India? 

19. Nintendo: Could the Switch Turn on Gamers? 

20. Apple Inc.: Limits to Growth? 

21. Samsung Electronics 

22. Zynga: Is the Game Over?  

23. Flipkart in the Indian E-Commerce Market 

24. eBay: Still Misunderstood 

25. Alibaba Group: Rivals at the Gate? 

26. Venmo: Better than Cash? 

27. Johnson & Johnson 

28. Procter & Gamble 

29. McDonald's in 2022 

30. United Way Worldwide 

31. Campbell: How to Keep the Soup Simmering 

32. World Wrestling Entertainment in 2022 

33. Microfinance: Going Global . . . and Going Public? 34. Greenwood Resources: A Global Sustainable Venture in the Making 

35. Kickstarter and Crowdfunding 2022 

36. QVC in 2022 

37. Cirque du Soleil in 2022 

38. Walt Disney Company 

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About the Author

Gregory Dess

Gregory G. Dess is the Andrew R. Cecil Endowed Chair in Management at the University of Texas at Dallas. His primary research interests are in strategic management, organization environment relationships, and knowledge management. He has published numerous articles on these subjects in both academic and practitioner-oriented journals. He also serves on the editorial boards of a wide range of practitioner-oriented and academic journals. In August 2000, he was inducted into the Academy of Management Journal  Hall of Fame as one of its charter members. Professor Dess has conducted executive programs in the United States, Europe, Africa, Hong Kong, and Australia. During 1994 he was a Fulbright Scholar in Oporto, Portugal. In 2009, he received an honorary doctorate from the University of Bern (Switzerland). He received his PhD in business administration from the University of Washington (Seattle) and a BIE degree from Georgia Tech.

Gerry McNamara

Gerry McNamara is the McConnell Broad Professor of Management at Michigan State University. His research draws on cognitive and behavioral theories to explain strategic phenomena, including strategic decision making, mergers and acquisitions, and environmental assessments. His research has been published in the Academy of Management Journal , the Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes , the Journal of Applied Psychology , Personnel Psychology , the Journal of Management , and the Journal of International Business Studies . Gerry’s research has also been abstracted in the Wall Street Journal, Harvard Business Review, New York Times, Bloomberg BusinessWeek , the Economist , and Financial Week . He has served as an associate editor for the Strategic Management Journal and the Academy of Management Journal . He received his PhD from the University of Minnesota.

Alan Eisner

Alan B. Eisner is Dean of the School of Management and Professor of Management at Clark University. He received his PhD in management from the Stern School of Business, New York University. His primary research interests are in strategic management, technology management, organizational learning, and managerial decision making. He has published research articles and cases in journals such as Advances in Strategic Management, International Journal of Electronic Commerce, International Journal of Technology Management, American Business Review, Journal of Behavioral and Applied Management , and Global Journal of Business Pedagogy . He is the former associate editor of the Case Association’s peer-reviewed journal, The CASE Journal.

Steve Sauerwald

Steve Sauerwald is an Associate Professor of Strategic Management in the College of Business at the University of Illinois at Chicago. His research interests focus on corporate governance, strategic leadership, and stakeholder strategy. He pursues this research program in a global setting by examining how institutions surrounding domestic and international firms shape organizational outcomes. His scholarship has been published in journals such as Strategic Management Journal, Organization Science, Journal of International Business Studies, Journal of Management , and Journal of Management Studies . His research has been covered by Forbes, Harvard Business Review, and BBC. He received his MBA and PhD from the University of Texas at Dallas. He was a Fulbright Scholar at the University of Texas at Dallas and a visiting scholar at Free University Berlin.

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Simulation model for a sustainable food supply chain in a developing country: a case study of the banana supply chain in malawi.

1. Introduction

Problem definition, 2. literature review, 2.1. food sustainable supply chain practices in developing countries, 2.1.1. awareness, 2.1.2. collaboration, 2.1.3. efficiency, 2.1.4. knowledge and information-sharing, 2.1.5. resilience, 2.1.6. governance, 2.2. modelling in sustainable supply chains, 2.2.1. simulation techniques, 2.2.2. design science research, 2.2.3. des and dsr in combination, 2.2.4. gap in the literature, 3. materials and methods, 3.1. dsr methodological approach, 3.2. model input parameters, 3.3. base model assumptions.

• Harvest is always available; therefore, the input is not starved at any point.
• Disruptions caused by resource breakdowns are not modelled (due to a lack of the required statistical data).
• The model operates 24 h, but all operations, up to truck loading, are completed within seven hours, a typical daily shift for the case study.
• A week has five working days, but operations can occur on an additional sixth day.
• Randomness simulation in operations is not performed (due to a lack of statistical data).
• Storage capacity is unlimited at any stage in the SC for the quantities typically harvested.
• Period randomness is evened out.
• There is stable market for the products

3.4. Base Model Validation

3.5. evaluation of alternative model designs, 4.1. standalone model, 4.2. integrated model, 5. discussion, 5.1. theoretical implications, 5.2. managerial implications, 5.3. practical and policy recommendations, 6. conclusions, 6.1. findings, 6.2. research limitations, 6.3. recommendations for future work, supplementary materials, author contributions, data availability statement, conflicts of interest.

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Moyo, E.H.; Carstens, S.; Walters, J. Simulation Model for a Sustainable Food Supply Chain in a Developing Country: A Case Study of the Banana Supply Chain in Malawi. Logistics 2024 , 8 , 85. https://doi.org/10.3390/logistics8030085

Moyo EH, Carstens S, Walters J. Simulation Model for a Sustainable Food Supply Chain in a Developing Country: A Case Study of the Banana Supply Chain in Malawi. Logistics . 2024; 8(3):85. https://doi.org/10.3390/logistics8030085

Moyo, Evance Hlekwayo, Stephen Carstens, and Jackie Walters. 2024. "Simulation Model for a Sustainable Food Supply Chain in a Developing Country: A Case Study of the Banana Supply Chain in Malawi" Logistics 8, no. 3: 85. https://doi.org/10.3390/logistics8030085

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