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Amazon Go: Venturing into Traditional Retail
Wiboon Kittilaksanawong; Aurelia KarpCase IVEY-9B17M092-EEntrepreneurship, StrategyIn December 2016, Amazon.com, Inc. (Amazon), the largest online retailer, entered the offline retailing industry by launching its first Amazon Go store in Seattle. Previously, the company had entered the food, diaper, and housekeeping product manufacturing industries with its Amazon Elements brand. The company had not been profitable until 2001 and was still facing some financial difficulties, but it was named the fourth most valuable public comp...Starting at €8.20
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Yves Saint Laurent: Strategic Leadership of Creative Directors
Wiboon Kittilaksanawong; Léo Guilbert; Andrew Jiro PoplawskiCase IVEY-9B17M137-EEntrepreneurship, StrategyOn April 1, 2016, fashion house Yves Saint Laurent (YSL) announced the departure of its creative director who had been responsible for successfully reviving the struggling YSL brand since 2012. Three days after this surprising departure, the company announced that its next creative director would be a relatively inexperienced, 36-year-old designer. After decades of leadership turmoil and financial instability at YSL, the incoming creative directo...Starting at €8.20
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Mazda Motor Corporation: Surviving by Partnering with the Giants - Teaching Note
Wiboon Kittilaksanawong; Tae Kyung Lee; Andrew Jiro PoplawskiTeaching Note IVEY-8B17M117-EStrategyTeaching note for product 9B17M117.Starting at €0.00
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Yves Saint Laurent: Strategic Leadership of Creative Directors - Teaching Note
Wiboon Kittilaksanawong; Léo Guilbert; Andrew Jiro PoplawskiTeaching Note IVEY-8B17M137-EStrategyTeaching Note for product 9B17M137.Starting at €0.00
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JinJiang Group: Globalization through State Ownership and Political Connection - Teaching Note
Wiboon Kittilaksanawong; Qiannan ShiTeaching Note IVEY-8B18M019-EStrategyTeaching note for product 9B18M019.Starting at €0.00
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EuropaCorp S.A.: A Second Attempt at a Turnaround
Wiboon Kittilaksanawong; Pierre JullienCase IVEY-9B18M174-EEntrepreneurship, StrategyIn 2017, the French film producer and distributor EuropaCorp S.A. (EuropaCorp) announced a historical record loss of €119.9 million. The company had almost doubled its revenues between 2001 and 2010 by using an integrated studio model, but the recent lossStarting at €8.20
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Tesla, Inc.: The Strategic Partnership for a New Gigafactory in China
Wiboon Kittilaksanawong; Viktor Johann WinklerCase IVEY-9B19M083-EEntrepreneurship, StrategyIn October 2018, Tesla, Inc. (Tesla), an American automotive and energy company, received an approval from Shanghai’s mayor to acquire a plot of land to build a new electric-vehicle (EV) factory, which was expected to produce its first cars in three years, and to have initial capacity of about 250,000 vehicles a year. This move was in response to a significant rise in the Chinese EV market and the additional tariffs imposed by the Chinese governm...Starting at €8.20
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Note on the Impact of Industry and Firm Factors on Firm Profitability: An Analysis of the Fortune 1000 from 1996-2004
Bourgeois, L. J. III; Ganz, Adam; Gonce, Andrew; Nedell, KeithTechnical Note DARDEN-S-0152-EStrategyBuilding on previous research, this note examines the results of a study of firms on the Fortune 1000 list from 1996 to 2004. The note brings those studies up to date by introducing more recent industry return data and extends the analysis to include a discussion of how profitability within and across industries may and does vary over time, as well as the implications of such a phenomenon. The note also details the impact of competition-specifica...Starting at €8.20
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Strategy Planning Sequence
Bourgeois, L. J. IIITechnical Note DARDEN-S-0232-EStrategyThis document provides a step-by-step guide to the sequence of tasks involved in the strategy development process including the eight activities necessary for strategic planning.Starting at €8.20
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Cisco Systems in 2005: From B2B to B2C
Bourgeois, L. J. III; Gupta, GauravCase DARDEN-S-0233-EStrategyWhile awaiting the acquisition of Scientific Atlanta in 2005, Cisco needed to adapt its well-known B2B postmerger integration process to accommodate its budding consumer platform. To deal with the distance and size of the acquisition, Cisco had to shift its growth strategy and enter territories where it had little to no experience.Starting at €8.20