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883 items were found using the following search criteria
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Frontier Airlines, Inc. (A) (Spanish version)
Vitale, Michael R.Case HBS-119S11Information TechnologiesFrontier, once a relatively small regional carrier, expanded rapidly after deregulation of the airline industry. By 1982 it found further growth difficult, due in part to its rivals' aggressive--and, according to Frontier, unfair--use of their computer reservations systems. Describes Frontier's current systems and its strategy for future systems. Frontier Airlines, Inc. (B) provides a follow-up.Starting at €8.20
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Wal-Mart Stores' Discount Operations (Spanish version)
Ghemawat, PankajCase HBS-309S20StrategyFacilitates a discussion of the sources of Wal-Mart Stores' competitive advantage in discount retailing, and the future sustainability of that advantage. Also profiles the company's major diversification move in the early 1980s.Starting at €8.20
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Adolph Coors in the Brewing Industry (Spanish version)
Ghemawat, PankajCase HBS-305S09StrategyDescribes a company that had traditionally followed a strategy quite distinct from its major competitors', its eventual decision to imitate them, and its subsequent performance.Starting at €8.20
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Skil Corp. (Spanish version)
Porter, Michael E.; Ong, Cheng G.Case HBS-319S25StrategyThe portable electric power tool market in the United States was approximately $1.1 billion in 1979. There were about a dozen manufacturers competing in the U.S. market, of which five were U.S. companies. Skil was the third largest U.S. competitor. Skil was acquired by Emerson Electric in 1979. Skil was a turnaround situation from Emerson's perspective. The company faced intense competition from Black & Decker and emerging foreign competitors.Starting at €8.20
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Asahi Breweries Ltd. (Spanish version)
Salter, Malcolm S.; Kokuryo, JiroCase HBS-310S24StrategyFocuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer industry. This has been done through the creation of a new product category, "Dry Beer." Information on industry economics, Asahi's organizational process, and competitive interaction...Starting at €8.20
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Dominion Motors & Controls Ltd. (Spanish version)
Corey, E. RaymondCase HBS-502S02MarketingThe leading manufacturer of motors in Canada is threatened by a loss of market share in oilfield pumping motors because a major customer, having tested several competing motor brands, finds a competitor's motor to be superior. A central issue is whether to make a special purpose motor for this market, reduce the price on the current design, or contest the test results. A rewritten version of an earlier case, no longer available, by the same autho...Starting at €8.20
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Revenue Management (Spanish version)
Dhebar, Anirudh; Brandenburger, AdamCase HBS-117S09StrategyBegins with a description of the elements of post-deregulation competition in the commercial airline industry. This should facilitate a discussion of the use of quantitative methods to support a broad range of tactical and strategic airline decisions. The principal thrust of the case is on revenue management. First, there is a description of the principal pricing concepts, followed by two examples of pricing decisions facing American. Next, there...Starting at €8.20
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Du Pont's Titanium Dioxide Business (A) (Spanish version)
Ghemawat, PankajCase HBS-309S10StrategyThis case series is a vehicle for examining the strategic logic and risks of preemption. Rewritten versions of earlier cases.Starting at €8.20
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Pennzoil Co. (Spanish version)
Teisberg, Elizabeth OlmstedCase HBS-320S07StrategyFocuses on Pennzoil's motor oil business. Designed to address the business strategy issues of how a firm chooses its scope to create competitive advantage in its core business. "Scope" can be broadly defined to include vertical scope (forward and backward integration), horizontal scope (multiple related products), and geographic scope (multiple market locations).Starting at €8.20
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Beauregard Textile Co. (Spanish version)
Aguilar, Francis J.Case HBS-113S01StrategyThe sales manager and controller have to decide on a price for a textile that lost significant market share as a result of a recent price increase. Information on manufacturing costs and on the pricing behavior of Beauregard and its only competitor are available for analysis. The case provides an opportunity to practice contribution analysis, considering fixed and variable costs as reported in a typical cost report. Also tests the students' abili...Starting at €8.20