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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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Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment - Teaching note
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Teaching Note INSEAD-4999TN-ECorporate Governance, Service and Operations ManagementTeaching note for the case “Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment”Starting at €0.00
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Gap, Inc., 2012
Wells, John R.; Danskin, GalenCase HBS-713511-EStrategy"Between 2000 and 2012, Gap, Inc. (Gap) ceded its world leadership position in specialty fashion retailing to Inditex of Spain and H&M of Sweden. These two companies, each less than a quarter of Gap's size in 2000, were now setting the pace in the globalStarting at €8.20
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Benetton Group S.p.A., 2000
Wells, John R.; Danskin, GalenCase HBS-713510-EStrategy"In 2000, Benetton was one of the leading mass fashion competitors in the world with approximately $1.9 billion in sales across 5,500 stores in 120 countries. But the company's fortunes seemed to be on the wane. Operating profits had fallen 9% from the prior year to $299 million. Having almost matched global leader, Gap Inc.'s revenues in 1985, Benetton was now only one seventh of Gap's size. Moreover, Hennes & Mauritz (H&M) of Sweden had passed ...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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The Evolution of the Circus Industry (A)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999A-ECorporate Governance, Service and Operations ManagementThis is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts. The case reveals that the industry had become a red ocean with limited profit and ...Starting at €8.20
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Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment (case B)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999B-ECorporate Governance, Service and Operations ManagementThis is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths...Starting at €8.20
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Incluso un payaso puede hacerlo: el Cirque du Soleil recrea el espectáculo en vivo (Caso B)
Kim W., Chan; Williamson, Matt; Mauborgne, Renee; Bensaou, Ben M.Case INSEAD-4999BSPCorporate Governance, Service and Operations ManagementEste es el segundo de una serie de dos casos. Cirque du Soleil entró con mucho éxito una industria circense estructuralmente poco atractivo. Fue capaz de reinventar la industria y creó un nuevo espacio de mercado, desafiando las suposiciones convencionales sobre cómo competir. Innovó en el valor desplazando el grupo de compradores de los niños (usuarios finales del circo tradicional) a los adultos (compradores del circo tradicional), basándose en...Starting at €8.20
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Inditex: 2012
Wells, John R.; Danskin, GalenCase HBS-713539-EStrategyIn the 11 years since its public offering, Inditex and its flagship brand, Zara, had expanded into 86 countries, achieved $21.6 billion in revenue, and become the largest specialty apparel retailer in the world. In marked contrast to the general malaise of the Bolsa de Madrid, Inditex's share price tripled from 2008 to 2012 and traded at 25 times expected 2013 earnings, a 15% premium over Swedish rival, H&M. From 1,080 stores in 2000, it had expa...Starting at €8.20
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Inditex: 2000
Wells, John R.; Danskin, GalenCase HBS-713538-EStrategyIn 2000, Inditex was one of the largest specialty apparel retailers in the world, with $2.4 billion in sales from 1,080 stores across 33 countries. Zara, Inditex's main brand, produced popular designer items at a fraction of design-house prices and could push an item from design to display in less than two weeks. This left most other fashion retailers, who took between 9-12 months for this process, far behind. However, Inditex was still only one-...Starting at €8.20