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At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.

In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.

This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.

Teaching notes are available for educators only.

CSS 11: Strategy.

The strategic management literature states that firms who wish to have a competitive advantage through high customer service (rapid response) and product differentiation need to restructure their organization into empowered, self-managed work units so as to ensure that there is “value-added” at each stage of the value chain. (Porter, 1985; Hill and Jones, 2001) In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster?

Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.

• Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

• Combine both qualitative and quantitative data in choosing a targeted segment

• Reflect on the strategic and financial considerations in choosing a segment for a new technology product

• Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration

Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

Combine both qualitative and quantitative data in choosing a targeted segment

Reflect on the strategic and financial considerations in choosing a segment for a new technology product

Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration

The theoretical basis for this case is a focus on strategic positioning as related to Porter’s generic strategies. The case describes GameStop’s previous differentiation approach, executed through physical stores and knowledgeable staff. With technological shifts and the introduction of digital downloads, this strategy is less effective. The case requires students to consider how GameStop might revise its generic strategy based on the new competitive landscape in which it operates.

In writing this case, the research team conducted thorough analysis through primary data collection in stores as well as secondary data collection through the use of market research tools, such as IBIS World, MergentOnline, S&P Net Advantage, and academic journals, trade magazines, and websites.

With high uncertainty shown by stakeholders about the future of GameStop coupled with falling share prices, the company must find a way to stay in play given the rapidly growing digital gaming market. As it planned to close at least 150 of its 7,500 stores, the company was starting to take measures to reduce operational costs and restructure to sectors that best fit consumer interests. GameStop’s core competencies were no longer aligned with market conditions, and its executives were now questioning where it could expand the organization’s operations as they focused on finding untapped areas of the market that have an opportunity for a new competitive advantage. Given its unique market share in gaming memorabilia and trade-in values, students are tasked with finding GameStop’s existing competitive advantages or identifying potential new ones that can be leveraged in a technology-driven industry.

This case could be taught at either the graduate or undergraduate level strategy course. At the undergraduate level, it would be best taught when discussing industry life cycle or competitive dynamics. At the graduate level, MBAs could discuss competitive dynamics facing GameStop and how it might find areas for future strategic growth.

This case explores the turnaround and corporate renewal of the Chicago Blackhawks professional hockey team, which transformed from one of the worst-run organizations in all of professional sports in 2007 to one that won the Stanley Cup (the National Hockey League championship trophy) in 2010. W. Rockwell “Rocky” Wirtz was faced with making critical decisions shortly after inheriting the team from his father, who was the individual most associated with the organization's decline. The team faced financial trouble and had narrowly avoided missing payroll; the previous customer relations strategy (which included refusing to televise home games or to conduct effective marketing) had resulted in significantly diminished brand value; and management and player personnel were devoid of effective leadership. At its nadir, the team was named “The Worst Franchise in Professional Sports” by ESPN in 2004. After assuming control, Rocky embarked on an ambitious corporate renewal strategy that included the following components: leadership: install a new management team with clear goals and creative ideas about how to turn around the organization; culture: reward players for accomplishing their goals and establish a performance-based culture; financial: seek new corporate sponsorships and increase ticket prices once the team established a winning record; and brand and marketing: send a clear message that the team was intent upon winning the championship and design a customer-focused marketing strategy.

After analyzing the case, students should be able to: recommend strategic, financial, and operational changes needed to turn around the organization, and identify key leadership qualities that enable execution of a turnaround plan.

This case was designed not only for MBA and executive education but also undergraduate courses in human resources (HR), leadership development, HR metrics and change management. It is ideal for introducing the concepts of diversity, equity and inclusion (DE&I), the balanced scorecard and talent retention.

The case deals with initiating and integrating DE&I programs into a company. It highlights how and when to start, change management issues during roll-out and convincing senior leadership why a program such as the one the protagonist started adds value to an organization.

In early 2018, Kate McKinnon, AVP of HR for CareerStaff Unlimited (CSU), a temporary staffing company and division of Genesis HealthCare, reflected on the late 2016 decision to develop women for leadership roles at the company. With a rather unconventional implementation of the Women’s Leadership Group (WLG), Kate successfully developed fifteen female individual contributors, many of whom were promoted to leadership roles by early 2018. Kate was concerned about maintaining the momentum necessary to continue (and expand) the program of identifying, developing, promoting, and retaining women and other diverse employees across the company. She also wanted to measure a clear correlation between the WLG and CSU’s financial and customer outcomes. It was time to plan phase two of the program, including further improvement of the DE&I efforts at CSU.

The learning outcome of this paper are as follows: focused programs, led by courageous and committed leaders, improve gender equity. DE&I is a business imperative, as much as a legal/risk challenge. To be understood, approved and communicated, HR Initiatives must add value and be aligned with the company strategy along with financial and customer outcomes. People development and growth contribute to top talent retention.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Given the issues the USA is encountering after the George Floyd death and protests, this is a good way to demonstrate how courageous leadership can start to facilitate change in organizations.

CSS 6: Human Resources.

Describes the history of the tobacco industry and its emergence as an extremely effective marketer and non-market strategist. After years of success, both publicly and politically, the leaders of the tobacco industry are faced with mounting political pressure and the financial threat of litigation from class-action lawsuits. The leaders face an industry-wide strategic decision of whether to acquiesce to government demands in exchange for immunity, focus on judicial success, or develop a new course of action.

To evaluate the formulation and implementation of non-market strategies in the context of regulatory, legislative, and legal institutions. To understand how various aspects of the non-market environment interact and how these environments not only change over time, but change market competition within an industry. Further, to formulate and decide between firm-specific and industry-wide strategies. Finally, to appreciate and reflect upon the potential conflict between non-market strategies and ethical concerns.

The case is set in summer 2016, centered on the writer and performing star, Lin-Manuel Miranda, whose Broadway show Hamilton had grossed almost $75 million and won 11 Tony Awards. The musical's cultural influence was buoyed by Miranda’s 578,000 Twitter followers; hundreds of celebrities from Oprah Winfrey to Jennifer Lopez had become ambassadors for the musical; and its impromptu #Ham4Ham live performances were engaging thousands of people on social media with each release. The case explores specific tactics the show employed, challenges students to consider the importance of personality in creating social media buzz, and studies the practical influence social media may have had on the show’s success. It is appropriate for any marketing course, particularly a digital media class in which students are familiar with the major platforms.

The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of stakeholders. In a rare chain of events, non-unionized workers and managers engineered a change in senior management of the company. Their willingness to sacrifice their livelihoods in support of one person exemplifies the impact that can be made by a single, authentic, leader. This case draws upon secondary sources which provide insight into broad panoply of business and organizational behavior issues. The primary focus of the case, however, is leadership.

This case was developed using secondary sources and court documents that reported on the events that precipitated the problems at Market Basket as well as the strike and aftermath.

Management principles, organizational behavior. All undergraduate class levels would be appropriate.

This case exemplifies these three major theories in a real-life situation: stakeholder theory, corporate culture theory, organizational commitment.