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Case study
Publication date: 14 March 2024

Steven W. Congden, Heidi M.J. Bertels, David Desplaces and Todd Drew

The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary…

Abstract

Research methodology

The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary sources were available.

Case overview/synopsis

This teaching case is designed for students to demonstrate their mastery of industry-level analysis in the emerging space tourism industry. It allows students to understand what constitutes the industry within the broader space sector and to apply analytical tools such as PESTEL and Porter’s Five Forces, with the option to discuss strategic groups. Students gain insights into how the industry is evolving within its broader environment and how companies could respond or differentiate themselves. Information is also provided for students to consider the broader social impact of a relatively new industry from the perspective of sustainable development.

Complexity academic level

The case is written for undergraduate and graduate students enrolled in strategic management courses. The case placement is ideally in conjunction with industry-level analytical frameworks such as Porter’s Five Forces, PESTEL analysis, strategic groups (optional) and industry life cycle. Most strategic management textbooks cover these concepts in the first few chapters. For example, “Strategic Management, 14th edition” by Hill, Schilling and Jones (2023) covers these topics in chapter 2. Given that space tourism is an embryonic industry dependent on technological innovation, instructors might also use this case in innovation or entrepreneurship-related courses. This case could also be used to address critical issues, such as sustainability, in tourism management courses.

Details

The CASE Journal, vol. 20 no. 6
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 1 September 2021

Heidi M.J. Bertels and David Desplaces

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables…

Abstract

Theoretical basis

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis.

Research methodology

The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin.

Case overview/synopsis

This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior.

Complexity academic level

The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

Details

The CASE Journal, vol. 17 no. 4
Type: Case Study
ISSN:

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Case study
Publication date: 28 May 2019

Heidi M.J. Bertels

The case ties together a number of marketing concepts and theories within the context of a startup which might be addressed in an entrepreneurship or marketing course. The case…

Abstract

Theoretical basis

The case ties together a number of marketing concepts and theories within the context of a startup which might be addressed in an entrepreneurship or marketing course. The case focuses on niche, digital, and social media marketing and utilizes fundamental marketing concepts such as target market, value proposition, brand positioning, the marketing communications mix and the adopter categories of the diffusion of innovation theory.

Research methodology

The case is based on interviews from 2014 to 2017 with the founder of Lammily, Nickolay Lamm, supplemented by internet research.

Case overview/synopsis

Lammily is a startup company in its second year of existence which produces toys that embody realism: a fashion doll with proportions based on an average 19-year-old American woman, a sticker set of common body markings such as booboos and cellulite to make dolls look realistically, and doll outfits. After the company’s initial success in 2014, fueled by positive publicity from online media eager to share information about the average doll project, sales were flat. Nickolay Lamm, the founder of Lammily, started to feel the heat to acquire new customers in ways that did not rely solely on digital word-of mouth. In response, Lammily commissioned a direct response TV commercial in the Summer of 2015, but it failed to lead to significant new customer growth. This case describes how Nickolay struggles to move beyond the launch phase of his entrepreneurial venture and turn his startup into a business with a sustainable customer base. Facing stagnating growth and established competitors with deep pockets, Nickolay needs to figure out why the TV commercial did not work for Lammily and what his new plan to acquire new customers will be.

Complexity academic level

This case would be well-positioned in an undergraduate or graduate-level entrepreneurship course that exposes students to the challenges of promoting a new brand and marketing a new line of products in a competitive market with established competitors. It is also good a good fit for a general marketing or entrepreneurial marketing course. The case focuses on how a startup can optimize its advertising strategy for a niche market to stimulate growth with a limited budget by using digital marketing techniques.

Details

The CASE Journal, vol. 15 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

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Book part
Publication date: 1 September 2022

Rebecca J. Morris

Abstract

Details

The Ultimate Guide to Compact Cases: Case Research, Writing, and Teaching
Type: Book
ISBN: 978-1-80382-847-3

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Book part
Publication date: 18 September 2024

Berch Berberoglu

Abstract

Details

Class and Inequality in the United States
Type: Book
ISBN: 978-1-80043-752-4

Available. Content available
Case study
Publication date: 23 June 2022

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 18 no. 4
Type: Case Study
ISSN: 1544-9106

Available. Content available
Case study
Publication date: 8 July 2019

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 15 no. 3
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 12 October 2021

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 17 no. 4
Type: Case Study
ISSN:

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