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IC Group A/S
Wells, John R.; Ellsworth, GabrielCase HBS-716446-EStrategyIC Group owned several of Scandinavia's leading premium fashion brands. How should it respond to the decline of its primary wholesale distribution channels (independent fashion boutiques and department stores)? Should it open more physical stores or focus on e-commerce? Where should the Group focus its international expansion? How could it best leverage its operating platform to drive the profitability of its brands? Should it acquire existing br...Starting at €8.20
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Tencent
Wells, John R.; Ellsworth, GabrielCase HBS-718426-EStrategyTencent had undergone many transformations since it was founded in 1998 as a simple messaging service. In 2017, it was the largest online games provider in China with a wide range of game types, China's largest social networking service provider with several of the largest social networking applications in the world, and China's favorite Internet portal. It was challenging Alibaba's Alipay as the leader in online payments systems, and it had esta...Starting at €8.20
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Danaher Corporation, 2007-2017
Wells, John R.; Ellsworth, GabrielCase HBS-717464-EStrategyOn July 2, 2016, Danaher Corporation completed the spinoff of Fortive Corporation. The previous day, Danaher's stock price had reached an all-time high. In 2015, Danaher had decided to split off its test and measurement, fuel and fleet management, and automation businesses, leaving the "new Danaher" focused on life sciences, diagnostics, dental, water quality, and product-identification businesses. It was hardly the first industrial conglomerate ...Starting at €8.20
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCase HBS-713509-EStrategyIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Starting at €8.20
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Amazon.com, 2016, Teaching Note
Wells, John R.; Ellsworth, GabrielTeaching Note HBS-718441-EStrategyTeaching Note for HBS No. 716402.Starting at €0.00
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Tencent, Teaching Note
Wells, John R.; Ellsworth, GabrielTeaching Note HBS-718457-EStrategyTeaching Note for HBS No. 718426.Starting at €0.00
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The Inexorable Rise of Walmart? 1988-2016
Wells, John R.; Ellsworth, GabrielCase HBS-716426-EStrategyIn October 2015, Walmart surprised investors by announcing that it expected flat sales growth for 2015 and growth of only 3% to 4% over the coming three years. Profits would also fall due to significant investments in people and technology. The company's stock price dropped 10% on the news, the largest one-day decline since 1998. In February 2016, Walmart reported that revenues for 2015 had dropped 0.7% to $482.1 billion, the first decline in Wal...Starting at €8.20
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Hennes & Mauritz, 2012
Wells, John R.; Danskin, GalenCase HBS-713512-EStrategy"In 2012, Hennes & Maurtiz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion and operating profits were $3.3 billion. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the past decade, H&M had passed Gap in sales, but the company had failed to keep up with Inditex's growth and its Spanish rival had larger sales and greater profitability than H&M. H&M had also ...Starting at €8.20
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Bulb 2017: Launch
Wells, John R.; Weinstock, BenjaminCase HBS-719441-EStrategyRapid Growth" (719-442). It describes the launch of Bulb, a renewable energy supplier entering the highly competitive UK market in August 2015. By the end of March 2017, Bulb had grown to supply 29,311 properties, well ahead of its Launch Plan of 23,166 and beyond the point of breakeven. It had been a slow start, and growth had been volatile, reaching a rate of over 3,000 new members per week at one point, putting severe strains on service level...Starting at €8.20
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Progressive, 2007-2013
Wells, John R.; Danskin, GalenCase HBS-715427-EStrategyIn 2013, Progressive was the fourth largest player in the auto insurance market, having lost the third position to GEICO in 2008. As the industry shifted from agency to online sales, GEICO's direct selling model positioned it strongly for growth. Progressive's direct sales mix had increased from 36% of total sales in 2006 to 42% in 2012, well ahead of the industry average of around 25%. As a result, both Progressive and GEICO continued to gain gr...Starting at €8.20