complete list of teaching materials may 2018 v2 · a maestro without borders: how andré rieu...

COMPLETELISTOFTEACHINGMATERIALS

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Index (click to go to the respective page)

• AMaestrowithoutBorders:HowAndréRieuCreatedtheClassicalMusicMarketfortheMasses• SuccessesandFailuresofAmazon’sGrowthStrategies:CausesandConsequences• Drybar:NoCut.NoColors.JustBlowouts!• Compte-Nickel:CreatingNewDemandintheRetailBankingSector• TheMarvelWay:RestoringaBlueOcean• JustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPolitics• BlueOceanFinance:TheEvolutionofCorporateTreasuryOperationsinthe21stCentury• Rehability(A):TheHighlyRegulatedGermanMedicalSuppliesIndustry’• Rehability(B):MorethanJustWheelchairs• TataNano'sExecutionFailure:HowthePeople'sCarFailedtoReshapetheAutoIndustryandCreateNewGrowth• TheNintendoWii:LessonsLearnedfromNoncustomers• ZAPPOS.COM(A):BringtheShoeStoretoyourHome• ZAPPOS.COM(B):StrategyPoweredbyCultureandPeople• SkypeintheVoice-over-IPIndustry:ACommerciallyViableBlueOcean?• Salesforce.com:CreatingaBlueOceanintheB2BSpace• HowApple’sCorporateStrategyDroveHighGrowth• MakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia• BlueOceanStrategyImplementation:LectureonTippingpointLeadershipandFairProcessinaction• BlueOceanStrategyImplementationSelf-diagnostic:TippingPointLeadershipandFairProcessinAction• BlueOceanStrategyImplementationScenarioCase:TippingPointLeadershipandFairProcessinaction• HowtoImplementBlueOceanStrategy• NTTDoCoMoI-Mode:ValueInnovationatDoCoMo• LessonsfromBreakthroughStrategicMovesOvertheLastCentury• HowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers(Gillette)• TheEvolutionoftheCircusIndustryCaseA• EvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentCaseB• CraftingWinningStrategiesinMatureMarket:theU.SWineIndustryin2001

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Availableinforeignlanguages

• Chineseo 跨界大师：安德烈·里欧（AndréRieu）如何开创了古典音乐的大众市场

o 亚马逊增长战略的成与败：原因与后果

o 漫威之路：重归蓝海o 马戏产业的演变(A)o 制定成熟市场的优胜战略：2001年的美国葡萄酒业

• Spanish

o Inclusounpayasopuedehacerlo:elCirqueduSoleilrecreaelespectaculoenvivo(B)o Laevoluciondelsectordelcirco(A)o ComolaestrategiadenegociodeApplehaimpulsadosufuertecrecimientoo ElmetodoMarvel:larecuperaciondeunoceanoazul

• Koreano 마에스트로,경계를허물다:어떻게앙드레류는대중을위한클래식음악시장을만들었나o 아마존성장전략의성공와실패:원인과결과o 마블방식:블루오션의부활

• Russiano Этопосиламдажеклоуну:CirqueduSoleilсоздаетновоецирковоеискусствоУчебнаязадачаБo Развитиецирковойиндустрии(A)

• Japaneseo サーカス産業の発展（A）

o 道化師にだってできる：シルク・ドゥ・ソレイユがライブ・エンターテインメントを再生ケース（B）

• Portugueseo Aevolucaodaindustriadocirco(A)

• Frencho CompteNickel:Créerunenouvelledemandedanslesecteurbancairededétail

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CASEAMaestrowithoutBorders:HowAndréRieuCreatedtheClassicalMusicMarketfortheMasses

ABSTRACTForseveraldecades,theclassicalmusicindustryhasbeenindecline.Yet,AndréRieuandhisJohannStraussOrchestrastandapart.Whiletheindustrystruggles,AndreRieuhasbeenontheBillboardTop25Tourslistfornearly2decadesandmorethan40millioncopiesofCDsandDVDssold.

Explorethecompetitivepracticeoftheclassicalmusicindustry.DiscoverhowAndreRieugainedinsightintounlockingnewdemandbylookingtononcustomersofclassicalconcerts.LearnhowAndreRieureconstructedmarketboundariesbetweenclassicalmusicandpopconcerts,creatingablueoceanofvastnewdemand.

Thiscasecomeswithateachingnote,alectureslidepackandtwovideos:oneontheconventionalclassicalmusicconcerts,andoneonAndréRieuthatshowstheblueoceanhecreated.

CASE

Harvard:IN1380-PDF-ENGCaseCentre:no.317-0302-1INSEAD:08/2017-6304 Other Languages: Chinese, Korean

ACCOMPANYINGMATERIALS

VideoClipandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE

Harvard:IN1380-PDF-ENGCaseCentre:no.317-0302-8INSEAD:08/2017-6304

CASESuccessesandFailuresofAmazon’sGrowthStrategies:CausesandConsequences

https://cb.hbsp.harvard.edu/cbmp/product/IN1380-PDF-ENG

https://www.thecasecentre.org/educators/products/view?id=146109

https://cases.insead.edu/publishing/case?code=36508




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ABSTRACTStartedasanonlinebookstore22yearsearlier,Amazonhadachievedunceasinggrowth,becomingthelargestinternetbookstore,thelargestonlinemarketplace,aglobalmediacompany,andthemostsuccessfulITserviceprovider.In2015,theonlineretailerexpandedtothebrick-and-mortarretailbusiness,launchingAmazonBooksacrosstheUSandbeta-testingAmazonGoinSeattle.AsofMay2017,Amazonwasranked‘themostinnovativecompany’andtheworld’sfourth-largestcompanybymarketcapitalization.

Toachievethismulti-facetedgrowth,Amazonhasmadecountlessstrategicmoves.ThecaseexploresAmazon’s20-yearpathforgrowthandintroducesbothsuccessfulandfailedstrategicmoves.SuccessfulstrategicmovesareMarketplace,Prime,AmazonWebServices,andKindle;failedstrategicmovesareAuctions,A9SearchEngine,Endless,andFirePhone.Itanalyzescommonalitiesanddifferencesamongthem;totherebyunderstandtherootsofthecompany’shighandpoorperformance.BlueoceanstrategyconceptsareappliedtoanalyzeAmazon’smarket-creatingstrategiclogicforfuturegrowth.

CASE

Harvard:IN1397-PDF-ENGCaseCentre:no.317-0347-1INSEAD:09/2017-6340Other languages: Chinese, Korean


One-pageSummaryandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE

Harvard:IN1397-PDF-ENGCaseCentre:no.317-0347-8INSEAD:09/2017-6340

CASEDrybar:NoCut.NoColors.JustBlowouts!

ABSTRACTDrybarwas launched in2010with the taglineof “Nocuts.Nocolor. JustBlowout!”byahair stylistAlliWebbandherbrother,Michael Landau.Blowoutservicehadlongbeenprovidedinmosthairsalons,butitwasconsideredanadd-onserviceoraninfrequentstand-aloneservicerequestthatdidnotincurasignificantandconsistentrevenuestream.YetAllirecognizedanuntappedbusinessopportunityinblowoutservicesandsheturnedthisopportunityintoa$70millionbusinesswith55locationsacrosstheUnitedStatesinjustfiveyears.ThecasewilllookintohowDrybarchangedtheconceptofprofessionalblow-dryingserviceandmadeitsocompellingtoallwomenregardlessoftheirageorjob.Thecaseiscomposedofatwo-partseries.PartAdescribestheindustrylandscapeoftheAmericanbeautysalonindustryin2008,beforeDrybarenteredthescene.PartBillustrateshowDrybarwasconceivedwithadifferentstrategicapproachandwhatmadeDrybarstandoutfromconventionalhairsalonswhileachievinglowercosts.PartBiswrittenasacartoonstorybook,whichmakesitbothinformativeandemotionallyengaging.







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CASE

CaseAHarvard:IN1246-PDF-ENGCaseCentre:no.316-0277-1INSEAD:08/2016-6237

CaseBHarvard:IN1247-PDF-ENGCaseCentre:no.316-0277-1BINSEAD:08/2016-6237


VideoClipandLectureSlidesAvailableforfreedownloadatblueoceanstrategy.com

TEACHINGNOTE

Drybar:NoCut.NoColors.JustBlowouts!Harvard:IN1248-PDF-ENGCaseCentre:no.316-0277-8INSEAD:08/2016-6237

CASECompte-Nickel:CreatingNewDemandintheRetailBankingSector

ABSTRACTThecaseentitled“Compte-Nickel:Creatingnewdemandintheretailbankingsector”explainshowCompte-NickelfoundedablueoceaninthecrowdedFrenchretailbankingsectorbyidentifyingnoncustomersanddevelopedastrategytoattractthem.ThecaseshowsthattraditionalbanksfocusedondevelopingfinancialtechnologytomaketheirofferingsmoreappealingwhereasCompte-Nickelcreatedablueoceanbylookingatthenoncustomerstheotherbanksignored:lowincomeearnersandpeoplefacingfinancialexclusion.Creatingsubstantiveblueoceanbusinessesrequirescompaniestolooktononcustomersinsteadofconcentratingonexistingcustomers:thisisacorefoundationofvalueinnovation.Ratherthanfocusoncustomerdifferencesbusinessesneedtobreakthecost-valuetradeoffbyincreasingbuyervaluewhiledecreasingcost.Thisreorientationallowscompaniestoreachbeyondexistingdemandtounlockanewmassofcustomersthatdidnotexistinthetraditionalmarket.

CASE

Harvard:IN1242-PDF-ENGCaseCentre:no.316-0167-1INSEAD:07/2016-6235 Other languages: French


Video(interview)andLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

Compte-Nickel:CreatingNewDemandintheRetailBankingSectorHarvard: IN1243-PDF-ENGCaseCentre:no.316-0167-8INSEAD:07/2016-6235

https://hbr.org/product/drybar-a-the-american-beauty-salon-industry-in-2008/IN1246-PDF-ENG

http://www.thecasecentre.org/main/products/view?id=137555


https://hbr.org/product/drybar-b-no-cuts-no-color-just-blowouts/IN1247-PDF-ENG




https://hbr.org/product/compte-nickel-creating-new-demand-in-the-retail-banking-sector/IN1242-PDF-ENG



http://www.blueoceanstrategy.com


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CASETheMarvelWay:RestoringaBlueOcean

ABSTRACTTheMarvelWay:RestoringaBlueOceanexplainsoneofthegreatestturnaroundsinmodernbusinesshistory.Thiscasecomeswithatwo-partvideointerviewwithCEOPeterCuneowholaunchedaBlueOcean.Foundedin1939,MarvelComicsinitiallystruggledinaredoceanproducingprimarilyme-toknock-offcomicbooks.Intheearly1960’sthebusinesstookablueoceanturnbyfocusingonnoncustomercollegestudents.Marvelinventedcharactersthatwerepeoplefirstandsuperheroessecond:Spider-Man,TheHulk,IronMan,theX-Men.Thebusinessthrived.Bythe1980’svalueextractorstookoverMarvel,badlymisaligningvalue,profit,andpeople.Inlate1996Marvelfiledforbankruptcy,avictimofredoceanmanagementpractices.Newmanagementpurchasedthebusinessoutofbankruptcyin1998butfacedadauntingtask:Marvelowed$30millioninannualinterestpaymentsona$250millionloan,cashwassotightthattheyalmostmissedpayroll,andmovierightsformanyoftheirbestcharacterswerelicensedtoothers.FirstmanagersstabilizedthebusinessthenMarvelcreatedanewtypeofblueoceanthatwentontoproducethemostprofitablemoviefranchiseinhistory.Justoveradecadeafterexitingbankruptcyadebt-freeMarvelsolditselftoDisneyfor$4.2billion.

CASE

Harvard:IN1182-PDF-ENGCaseCentre:no.316-0075-1INSEAD:08/2016-6205Other languages: Chinese, Spanish, Korean


Videos(Interview)andLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

TheMarvelWay:RestoringaBlueOceanHarvard:IN1183-PDF-ENGCaseCentre:no.316-0075-8INSEAD:04/2016-6205

CASEJustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPolitics

ABSTRACTThecasedescribeshowJustinTrudeaucamefromaseeminglyhopelessthirdplace(inthepartyrankings)towinastunningmajorityandbecomeCanada’s23rdprimeminister.Trudeau’swinisanalysedthroughaBlueOceanlens,showinghowhiscampaignbrokewiththetraditionalrulesofengagementbyreachingouttonon-voters,andincreasingwillingness-to-votewhileloweringthecost-of-voteracquisition.

https://hbr.org/product/the-marvel-way-restoring-a-blue-ocean/IN1182-PDF-ENG




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CASE

Harvard:IN1133-PDF-ENGCaseCentre:no.315-342-1


VideoclipandLectureslideAvailableforfreedownloadatwww.blueoceanstrategy.comBackgroundNoteJustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPoliticsCaseCentre:no.315-341-1Harvard:IN1132-PDF-ENG

TEACHINGNOTE

JustinTrudeauWins2015CanadaElection:CreatingaBlueOceaninPoliticsHarvard:IN1134-PDF-ENGCaseCentre:no.315-342-8

CASEBlueOceanFinance:TheEvolutionofCorporateTreasuryOperationsinthe21stCentury

ABSTRACTAsaresultofglobalization,multinationalcorporations(MNCs)havehadtodealwithincreasingbusinesscomplexityandmarketfrictionaswellashigherintegrationcoststomaintaintheirorganizationalstructures.Tosustaintheiroperationsandbetterconsolidatetheirglobalresourcesandbusinesses,MNCsneedtodetermineandconsolidatetheirbordersinawayastoensurethatthebenefitsofintegrationexceedthecosts.Inthiscourse,theircorporatetreasuryfunctionshaveexperiencedthreestagesofmajorevolutioninthe21stcentury.Inthefirststage,MNCsimprovedtheefficiencyofcashandotherexistingtreasuryfactorstoreducecosts.Inthesecondstage,MNCsstartedtoconsiderfactorsthatweretraditionallyunassociatedwithtreasuryoperations,workingtoextendtheirtreasuryfunctionstothemanagementofbusinessflows.Inthethirdstage,MNCswentbeyondthefirsttwostepstopursuewhatwecall“blueoceanfinance”bycreatingacentralizedstructureandbuildingtheircorporatetreasurycenterintoafull-fledgedfinancialservicecenter.Theinstitutionalizationofpaymentandlendingservices–thetwofundamentalservicesofferedbythebankingindustry–withintheboundaryofMNCs,allowedMNCstoprovideglobalfinancialandotherservicestotheirsubsidiariesinternallyinamuchmoreeffectivemannerthanexternalbankswhilesignificantlyloweringcosts,therebyachievingvalueinnovation.

CASE

Harvard:INS796-PDF-ENGCaseCentre:n°114-057-1


N/A

TEACHINGNOTE

BlueOceanFinance:TheEvolutionofCorporateTreasuryOperationsinthe21stCenturyHarvard:INS797-PDF-ENGCaseCentre:n°114-057-8


http://www.thecasecentre.org/programmeAdmin/products/view?id=131569





https://cb.hbsp.harvard.edu/cbmp/product/INS796-PDF-ENG

http://www.thecasecentre.org/educators/products/view?id=123343


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CASERehability(A):TheHighlyRegulatedGermanMedicalSuppliesIndustry’

ABSTRACTExecutivesinheavilyregulatedindustriesoftenfeeltheirhandsaretiedbyrulesandregulationswhichsomeclaimtoeveninterferewiththeirabilitytoinnovate.Assuch,itisnotuncommontofindregulatedfirmscompetinginthesamewayfordecadeswithouteverchallengingthestatusquo.Thecase“Rehability(A)”describestheconditionsofthehighlyregulatedmedicalsuppliesindustryinGermanyandshowshowtraditionalplayers,boundedbytheconventionallogicabouthowtocompeteinsuchanindustry,focusedonprovidingthelowest-coststandardizedproductsandthewidestrangeofancillarysupplementsinstoreswhileoverlookingthepainpointsexperiencedbyusersoftheseproducts,therebytrappingthemselvesinaneverintensifyingandprice-basedcompetition.

CASE

Harvard:n°INS265-PDF-ENGCaseCentre:n°313-314-1


Theory-basedmovieandLectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

TheHighlyRegulatedGermanMedicalSuppliesIndustry(A)-Rehability(B):MorethanJustWheelchairsHarvard:n°INS267-PDF-ENGCaseCentre:n°313-314-8

CASERehability(B):MorethanJustWheelchairs

ABSTRACTThecase“Rehability(B)”illustrateshowonefirmcreatedablueoceanofnewmarketspaceinthehighlyregulatedandcompetitiveGermanmedicalsuppliesindustryintheearly1990s.Byaskingadifferentsetofstrategicquestions,Rehability,aGermanmedicalsuppliescompany,shiftedthefocusoftheindustryandreconstructedmarketboundariesbylookingacrossthechainofbuyers,acrosstheemotional-functionalorientationoftheindustry,andacrosscomplementaryproductandserviceofferings.Insodoing,Rehabilitywasabletouncoverandaddressawholesetofpainpointsofwheelchairusers,createanunprecedentedofferingforthemandatthesametimesetitselfonagrowthtrajectoryevenwhileothermedicalsupplystoresandmedicalsupplymanufacturersstruggledtosurviveagainstrapidlydeterioratingindustryconditions.





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CASE




TEACHINGNOTE

TheHighlyRegulatedGermanMedicalSuppliesIndustry(A)-Rehability(B):MorethanJustWheelchairsHarvard:n°INS267-PDF-ENGCaseCentre:n°313-314-8

CASETataNano'sExecutionFailure:HowthePeople'sCarFailedtoReshapetheAutoIndustryandCreateNewGrowth

ABSTRACTThiscasedescribesTataMotors'strategicmovetocreateandlaunchtheTataNanoandexploresthesuccessesandsetbacksoftheTataNanoteaminactualizingthestrategicmove.ThecasewiththeaccompanyingteachingnotefirstreviewshowtheTataNanowasconceivedbasedonnoncustomerinsightsfromanalternativeindustry–thetwo-wheelermarketandhowastrategicpricewassetagainstalternativestocapturethemassoftargetbuyers.ItthenshowshowtheTataNanoteamstartedwiththisexcellentvaluepropositiontoattainaviableprofitpropositionbypursuingtargetcostingbasedexceptionalbuyerutilityandthestrategicprice.Finally,itexaminesdifferentcomponentsoftheTataNano’speoplepropositiontoidentifythemajorcausesofthesetbackinexecutingthestrategicmove,illustratingtheimportanceofmatchingexcellentvalueandprofitpropositionswithanequallystrongpeoplepropositioninensuringthesuccessfulexecutionofablueoceanstrategy.Thecaseisaccompaniedbyathree-parttheorybasedmovie,whichlongitudinallytrackstheTataNanostrategicmovefromconceptiontoexecutionbasedonfirst-handresearchandface-to-faceinterviews.

CASE




TEACHINGNOTE

TataNano:ThePeople'sCarthatPromisestoReconstructtheAutomobileIndustryHarvard:n°INS263-PDF-ENGCaseCentre:n°313-194-8

CASETheNintendoWii:LessonsLearnedfromNoncustomers









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ABSTRACTThecaseentitled,'TheNintendoWii:LessonsLearnedfromNoncustomers'illustratesthatifcompanieswishtotapintolatentdemandandcreateorganicgrowth,theymustlearnfromnoncustomers.ThecasedemonstratesthatifNintendoattemptedtocompetehead-to-headagainsttheSonyPlayStationandMicrosoftX-boxtheywouldlikelyhavebeenfurthermarginalizedinthegameconsoleindustry.Instead,Nintendolookedtothegamingindustry´snoncustomersforinsight:oldernon-gameplayers,parentswhowantedtheirchildrentoplayactivegames,theelderly,andveryyoungchildren.OnceNintendounderstoodwhythesenoncustomergroupsshunnedvideogames,theyreconstructedelementsacrossmarketboundariestocreateaconsolebasedonsimplicity,functionality,interactivity,withgamesthatdramaticallyraisedutilityforthesenoncustomers.Thecaseillustratesthatabettersolutiontoanexistingproblemisnotgoodenough.Tocapturenewdemandcompaniesneedtofocusonthedemandsideoftheequationandredefinetheproblemitself.Therearefarmorenoncustomersthancustomers.Theyneedtolooksystematicallyacrossestablishedboundariesofcompetitionandreconstructbuyervalueelementsacrossmarket,industry,buyer,andsupplierboundariestocreatenewmarketspacewhereanewlevelofdemandisgenerated.

CASE




TEACHINGNOTE

N/A

CASEZAPPOS.COM(A):BringtheShoeStoretoyourHome

ABSTRACTThisisthefirstpartoftwocaseseriesofZappos’blueoceanstrategicmoveasaninnovativeonlineshoeretailer.Case(A)focusesonhowZapposreconstructedtheexistingboundaryofonlinefootwearretailindustry.ItdescribesZappos’distinctivevaluepropositionthatisneitheranofflinenoronlineshoestoreintheconventionalsense.ThecasealsointroduceshowZapposbrokethevalue-costtrade-offoftheconventionalonlineshoestore.

CASE




TEACHINGNOTE

ZAPPOS.COM(A)&(B)Harvard:n°INS261-PDF-ENGCaseCentre:n°313-048-8








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CASEZAPPOS.COM(B):StrategyPoweredbyCultureandPeople

ABSTRACTThesecondpartofZapposcase,Case(B),focusesonZappos’peopleproposition,whichledtohighperformanceandraisedbarrierstoimitation.Itdemonstratestheimportanceoffairprocessthatbuildsahighleveloftrustandcommitmentinthecompany,whichmakesitdifficultforcompetitorstoimitateZappos.

CASE




TEACHINGNOTE

ZAPPOS.COM(A)&(B)Harvard:n°INS261-PDF-ENGCaseCentre:n°313-048-8

CASESkypeintheVoice-over-IPIndustry:ACommerciallyViableBlueOcean?

ABSTRACTThecaseentitled,‘SkypeintheVoice-Over-IPIndustry:ACommerciallyViableBlueOcean?'illustratestheuserexperienceofanavidSkypeuserwhousesSkype'svoiceandvideoofferingsinterchangeablyforbusinessandpersonalcommunication.ThiscombinedvoiceandvideoofferinggivesSkypeusersmuchhighervalueatlowercoststhanalternativessuchaslongdistancecallingwhereyoucannotseeeachother,orthecomplexityandhighsetupcostsforroom-basedvideoconferencingorthecostsandhasslesofbusinessorleisuretravel.ThecaseillustratesthedisconnectbetweenSkype'sbifurcatedpricingstrategybasedonbusinessversusleisureuseoftheirvoiceversusvideocallingfunctionswhenthoseboundariesclearlydonotexistinthemindsoftheirusers.ThispapercaseandtheaccompanyingcaseexercisespreparetheparticipantsforanengagingclassdiscussiononwhatconstitutesSkype'sunprecedentedvoiceandvideoofferingandhowonecouldsetastrategicpriceeventhoughthereappearstobenoseemingprecedentsforsuchanoffering.

CASE




TEACHINGNOTE

SkypeintheVoice-over-IPIndustry:ACommerciallyViableBlueOcean?Harvard:n°INS258-PDF-ENGCaseCentre:n°313-047-8









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CASESalesforce.com:CreatingaBlueOceanintheB2BSpace

ABSTRACTThecase“Salesforce.com:CreatingaBlueOceanintheB2BSpace”describesaseriesofblueoceanstrategicmovesmadebySalesforce.comintheCRMapplicationmarket.Inparticular,thecaseaddressestheconcernofbusinessexecutivesovertheapplicabilityofblueoceanstrategyintheB2Barea.B2Bmanagersoftenfindthattheyarelockedintoprovidingproductsofcertaintypesandspecificationstotheirimmediatecustomers.Butinfact,valueinnovationcantakeplaceonthethreeplatformsofabusinessoffering,i.e.,product,serviceanddelivery.Salesforce.com’sstrategicmovesprovideanexemplarydemonstrationofhowacompanycaneffectivelycreateandrenewitsblueoceanintheB2Bfieldbyvalueinnovatingontheproduct,serviceanddeliveryplatformsalternately.

CASE



LectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

Salesforce.com:CreatingaBlueOceanintheB2BSpaceHarvard:n°INS256-PDF-ENGCaseCentre:n°313-019-8

CASEHowApple’sCorporateStrategyDroveHighGrowth

ABSTRACT“HowApple’sCorporateStrategyDroveHighGrowth”introducestheapplicationofblueoceanstrategyinthecontextofmanagingbusinessportfoliosatthecorporatelevel.Applecreatedfutureprofitsandgrowthnotbyexploitingexistingdemandbutbyreconstructingindustryboundariestocreatenewmarketspaceandunlocklatentdemand.Asaresult,thecompany’svaluegrewexponentiallyasthetotalmarketvalueofafirmreflectsnotonlytoday’sperformancebutalsoitsfutureprofitability.ThecaseexaminesaseriesofblueoceanstrategicmovesatAppleInc.thattransformedthecompanyfromacomputermanufacturerintoaconsumerelectronicspowerhouse.

CASE

Harvard:n°BOS022CaseCentre:n°312-183-1Other languages: Spanish


PressArticles,VideoClips,andLectureSlidesAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

HowApple’sCorporateStrategyDroveHighGrowth

Harvard:n°BOS023CaseCentre:n°312-183-8





https://cb.hbsp.harvard.edu/cbmp/product/BOS022-PDF-ENG




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CASEMakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia

ABSTRACTThecaseentitled,‘MakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipedia’illustrateshowthealignmentofvalue,profitandpeoplepropositionsaroundbothdifferentiationandlowcostmakesablueoceanstrategicmoveverydifficulttoimitate.UsingthestrategicmoveofWikipedia,thiscaseexaminesthethreestrategypropositionsfortheonlineencyclopediaindustryandhowkeyfactorsfromonepropositioncansupportandreinforcetheothertwopropositions.Thiscasedemonstrateshowstrategyismorethancreatingvalueforcustomers,itshouldcreatevalueforbuyers(bothcustomersandnoncustomers),profitforthecompanyandmotivateitspeople(staff,businesspartnersandthegeneralpublic)toembraceandexecutethenewstrategywithenthusiasmandcommitment.Ifthevalueandprofitpropositionsarestrongbutthepeoplepropositiondoesnotmotivatetheorganizationtomoveforwardwithfocusandcommitment,itwillresultinexecutionfailure.Alternatively,ifthepeoplepropositionispowerfulbutthevalueandprofitpropositionsareweak,thecompany’sperformancewillbelacklusterduetoformulationfailure.Thecasecomeswithafour-parttheory-basedvideo.Thefirstpartofthevideocaseprovidesanoverviewoftheonlineencyclopediaindustry,fromthefirstprintededitionofEncyclopediaBritannicatoMicrosoft’sfailedattempttosustainitsEncarta.comoffering.Then,thevideocaseexploreseachofthevalue,profitandpeoplepropositionsoftheonlineencyclopediaindustrythroughinterviewswithkeyplayersincludingthefounder,executivedirector,staffandvolunteersofWikipedia,otherwiseknownaswikipedians.Incombinationwiththevideocase,theinstructorcanusetheaccompanyinglectureslidestoleadanengagingclassdiscussionthatisexcellentforbothMBAsandexecutives.Thecasealsocomeswithacomprehensiveteachingnotethatincludesanswerkeysandstrategycanvastemplatesforclassdiscussion.

CASE




TEACHINGNOTE

MakingaBlueOceanStrategicMovethatDiscouragesImitation:TheCaseofWikipediaHarvard:n°BOS021CaseCentre:n°311-219-8

CASEBlueOceanStrategyImplementation:LectureonTippingpointLeadershipandFairProcessinaction

ABSTRACTAfullPowerPointpresentationpacketfora45-minutetoone-hourlecture.Thepresentationcovershowanorganizationcanovercomethecognitive,resource,motivational,andpoliticalhurdlestosuccessfullyexecuteastrategicshiftasisoftenrequiredtocreatenewmarketspace.Thepresentationcovershowtoachievethiswhilebuildingemployees’trustandcommitmentaroundanewstrategy.HeretheconceptsofTippingPointLeadershipandFairProcessarecoveredandlinkeddirectlytoblueoceanstrategyanditsexecution.Theseslidescomewithateachingnotethathighlightskeypointstobemadeinthepresentation.





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CASE

N/A



TEACHINGNOTE

BlueOceanStrategyImplementationLectureonTippingpointLeadershipandFairProcessinactionCaseCentre:n°308-317-8

CASEBlueOceanStrategyImplementationSelf-diagnostic:TippingPointLeadershipandFairProcessinAction(recommendedforexecutivesonly)

ABSTRACTTheBlueOceanStrategyimplementationself-diagnosticiscomprisedofaseriesofprobingquestionsthatofferexecutiveparticipantsapracticaltoolforassessingtheleveloforganizationalhurdlesthatexistintheirorganizationandtheeffectivenessofpastandfuturestrategiestoovercomethem.Thediagnosticisdividedintosectionsaddressingthefourkeyorganizationalhurdles(cognitive,resource,motivational,political)andonesectiononfairprocess.Theteachingobjectivesare:(1)toofferexecutiveparticipantsapracticaltooltoassesstheleveloforganizationalhurdlesthatexistintheirorganization;(2)toidentifyareasofimprovementorchallengesintheorganizationoftheparticipant;and(3)toprovideaperiodofself-reflectioninwhichtolinktheparticipant'slearningwithintheclassroomwithrealworldapplication.Ateachingnoteisavailabletoaccompanythiscase.

CASEHarvard:n°BOS003CaseCentre:n°308-315-1

ACCOMPANYINGMATERIALSN/A

TEACHINGNOTEBlueOceanStrategyImplementationSelf-diagnostic:TippingPointLeadershipandFairProcessinActionHarvard:n°BOS004CaseCentre:n°308-315-8

CASEBlueOceanStrategyImplementationScenarioCase:TippingPointLeadershipandFairProcessinaction(recommendedforexecutives&MBAswithextensiveworkexperience)


http://www.ecch.com/educators/products/view?id=84447




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ABSTRACTTheBlueOceanStrategyImplementationScenarioCaseoffersasetofinteractivegroupscenarioswhicharedesignedtodeepentheparticipants'understandingofblueoceanstrategyimplementationprinciples.Usingthefivescenariosparticipantsworkinteamsastheylearntoapplykeyconceptsoftippingpointleadershipandfairprocess.Thefivesettings(healthinsurance,manufacturing,government,bankingandpolitics)showhowblueoceanstrategyimplementationprinciplesapplyatdifferentorganizationallevelstoovercomethefourkeyimplementationhurdles(cognitive,resource,motivationalandpolitical).Theteachingobjectivesare:(1)todeepenparticipants'understandingofblueoceanstrategyprinciples;(2)tolearnhowtoapplykeyconceptsoftippingpointleadershipandfairprocess;and(3)tounderstandhowblueoceanstrategyimplementationprinciplescanbeappliedatdifferentorganizationallevels,andhowtheycanbeappliedtoovercomethefourkeyorganizationalhurdles(cognitive,resource,motivationalandpolitical).Ateachingnoteisavailabletoaccompanythiscasewhichincludesatemplateforrunningthebreakoutgroups.

CASE



N/A

TEACHINGNOTE

BlueOceanStrategyImplementationScenarioCase:TippingPointLeadershipandFairProcessinactionHarvard:n°BOS002CaseCentre:n°308-314-8

CASE

HowtoImplementBlueOceanStrategy

ABSTRACTThecaseentitled,‘HowtoImplementBlueOceanStrategy’challengesparticipantstoapplykeyconceptsofblueoceanstrategyimplementationtoovercomekeyorganizationalandmanagementhurdleswhileleadingastrategicshift.ThecaselaysouthowBraynesbridgeIndustries(BI),afictionalconglomerateinvolvedinthesteelindustry,recentlylaunchedanewstrategytobreakoutoftheredoceanofbloodycompetitionintheindustry.Thenewstrategy,however,representedasignificantdeparturefromthestatusquo,whichledtosteepcognitive,resource,motivational,andpoliticalhurdlesintheorganization.Hence,toimplementthenewstrategy,BIexecutiveshadtoovercomethesefourkeyhurdles.Despitethischallenge,thecaserevealsthatBI’smanagementteamsuccessfullyimplementedthestrategyfastandatlowcostusingtippingpointleadershipandfairprocess.BI’sBoardofDirectors,veryimpressedwiththenewstrategyanditssuccessfulimplementation,iscurioustolearntheprinciplesoftippingpointleadershipandfairprocessandhowtheseapplytoorganizations.Thecasesetsthestageforstudents/executivestobecalledbeforetheBoardtoanswernumerousconceptualquestionsontheirblueoceanstrategyimplementation.ThesetofquestionsposedbytheBoardaredisplayedinanaccompanyingflash-gameexercisecalled,‘BlueOceanStrategyImplementationInteractiveClassExercise:TippingPointLeadershipandFairProcessinAction’thatisfreeforinstructordownloadatwww.blueoceanstrategy.com.ThiscaseandtheBlueOceanStrategyImplementationInteractiveClassExercisecomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives,creatinggreatenergyandrichlearningintheclassroom.




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CASE



FlashGameAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

HowtoImplementBlueOceanStrategyHarvard:n°BOS015CaseCentre:n°309-197-8

CASENTTDoCoMoI-Mode(TM):ValueInnovationatDoCoMo

ABSTRACTAsofNovember2001,NTTDoCoMoistheonlycompanythathasbeenabletomakemoneyoutofthemobileInternet.Thiscasestudydescribeshow,inaverycompetitiveindustryengagedinatechnologyraceandstrongpriceerosion,NTTDoCoMohasbeenabletoachievesuperiorperformancewithitsnoveli-modeservices.LaunchedinFebruary1999,itsi-modeservicewasanimmediateandexplosivesuccess.DoCoMocametoexceeditsparentcompanyintermsofmarketcapitalizationaswellaspotentialforprofitablegrowthasweentertheageofmobileInternet.Thiscaseoffersavalueinnovationperspectivetoanalyzethesuccessofi-modewithaparticularemphasisonthebusinessmodelusedtoexploitthei-modeinnovationofDoCoMo.Thecaseisdesignedtoserveavarietyofpurposesinthe'valueinnovationandwinningbusinessideas'teachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Theinstructorcanusethecasetocoverthefollowingtopics:(1)thevalueinnovationlogic;(2)thevaluecurveandsixpathsframework;(3)thebuyerutilitymap;and(4)thepricecorridorofthemassandthebusinessmodelguide.Alternatively,theinstructorcanuseittospeciallycoverthelastthreetopics.Ateachingnoteisavailabletoaccompanythiscase.

CASE



N/A

TEACHINGNOTE

NTTDoCoMoI-Mode(TM):ValueInnovationatDoCoMoHarvard:n°BOS006CaseCentre:n°303-043-8

CASELessonsfromBreakthroughStrategicMovesOvertheLastCentury








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ABSTRACTThecaseentitled,‘LessonsfromBreakthroughStrategicMovesOvertheLastCentury’illustrateshowbusinessesoverthelast100yearshaveperiodicallybrokenawayfromthecompetitiontocreateandcapturenewmarketspace–oftengivingrisetoentirelynewindustries.Yet,todate,thereisverylittleunderstandingoftheunderlyingstrategiclogicbehindthesebreakthroughstrategicmoves.Thiscaseanditsaccompanyingvideoexaminewhetherthereisasharedpatternacrossthesestrategicmovesbyexaminingthreerepresentativeindustriesthattouchpeoples’everydaylives:autos–howpeoplegettowork;computers–whatpeopleuseatwork;andmovietheaters–wherepeoplegoafterworkforentertainment.Thecomplementaryvideocalled,‘AHistoryofBlueOceanStrategicMoves:IsThereaPattern?’,whichisfreeforinstructordownloadatwww.blueoceanstrategy.com,providesavisualdemonstrationofthesethreerepresentativeindustriessothatparticipantscandeducethesharedpatternsacrossthesestrategicmoves.ThecaseandthevideocomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

CASE



Theory-BasedMovieAvailableforfreedownloadatwww.blueoceanstrategy.com

TEACHINGNOTE

LessonsfromBreakthroughStrategicMovesOvertheLastCenturyHarvard:n°BOS011CaseCentre:n°309-196-8

CASEHowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers

ABSTRACTThecaseentitled,‘HowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomers’illustrateshownewdemandiscreatedbylookingtononcustomersinsteadofjustcompetingforashareoftheexistingcustomersofanindustry.Thecasepromptsthestudentstoconsiderhownewdemandwascreatedinthecellphone,computerandairtravelindustriesbyunlockingthethreetiersofnoncustomers.Thiscaseprovidestheconceptualbackdroptoanaccompanyinginteractiveclassexercisecalled‘BlueOceanStrategyNoncustomerExercise:TheCaseofGillette’whichisafullPowerPointpresentationthatisfreeforinstructordownloadatwww.blueoceanstrategy.com.ThePowerPointpresentationisbuiltaroundGillette’sintroductionofthefirstsafetyrazorswithdisposablebladesin1903whichcreatednewdemandbyreachingbeyondtheexistingcustomersofstraightrazorsathomeandinthebarbershop.ThiscaseandtheaccompanyinginteractiveGilletteexercisecomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

CASE




TEACHINGNOTE

HowaUSConsumerProductsCompanyUnlockedtheThreeTiersofNoncustomersHarvard:n°BOS017CaseCentre:n°309-204-8









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CASETheEvolutionoftheCircusIndustryCaseA

ABSTRACTThisisthefirstofatwo-caseseries.CirqueduSoleilverysuccessfullyenteredastructurallyunattractivecircusindustry.Itwasabletoreinventtheindustryandcreatedanewmarketspacebychallengingtheconventionalassumptionsabouthowtocompete.Itvalueinnovatedbyshiftingthebuyergroupfromchildren(end-usersofthetraditionalcircus)toadults(purchasersofthetraditionalcircus),drawinguponthedistinctivestrengthsofotheralternativeindustries,suchasthetheatre,Broadwayshowsandtheopera,toofferatotallynewsetofutilitiestomorematureandhigherspendingcustomers.Thecaseseriesisdesignedtoserveavarietyofpurposesinthe‘valueinnovationandcreatingnewmarketspace’teachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Inbothinstances,theinstructorcanbestuseittocoverthefollowingtopics:(1)valueinnovationlogic(ascomparedtoindustryandcompetitiveanalysis);(2)theconceptofvaluecurve;and(3)thesixpathsframeworkforcreatingnewmarketspace.Ateachingnoteisavailabletoaccompanythiscaseseries**TheCaseCentre’sall-timetop40bestsellingcases2014,CaseCentreEuropeanCaseAwardsCategoryWinner2006andCaseCentreEuropeanCaseAwardsOverallWinner2009**

CASE

Harvard:n°BOS007CaseCentre:n°302-057-1Other languages: Japanese, Portuguese, Spanish, Chinese, Russian



TEACHINGNOTE

EvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentHarvard:n°BOS009CaseCentre:n°302-057-8

CASEEvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentCaseB





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ABSTRACTThisisthesecondofatwo-caseseries.CirqueduSoleilverysuccessfullyenteredastructurallyunattractivecircusindustry.Itwasabletoreinventtheindustryandcreatedanewmarketspacebychallengingtheconventionalassumptionsabouthowtocompete.Itvalueinnovatedbyshiftingthebuyergroupfromchildren(end-usersofthetraditionalcircus)toadults(purchasersofthetraditionalcircus),drawinguponthedistinctivestrengthsofotheralternativeindustries,suchasthetheatre,Broadwayshowsandtheopera,toofferatotallynewsetofutilitiestomorematureandhigherspendingcustomers.ThecaseseriesisdesignedtoserveavarietyofpurposesinthevalueinnovationandcreatingnewmarketspaceteachingmoduleofanMBAstrategycourseorexecutiveeducationprogramme.Inbothinstances,theinstructorcanbestuseittocoverthefollowingtopics:(1)valueinnovationlogic(ascomparedtoindustryandcompetitiveanalysis);(2)theconceptofvaluecurve;and(3)thesixpathsframeworkforcreatingnewmarketspace.Ateachingnoteisavailabletoaccompanythiscaseseries**CaseCentreEuropeanCaseAwardsCategoryWinner2008**

CASE


Other languages: Spanish, Japanese, Russian


Theory-BasedMovieAvailableforfreedownloadathttp://www.blueoceanstrategy.com

TEACHINGNOTE

EvenaClownCanDoIt:CirqueduSoleilRecreatesLiveEntertainmentHarvard:n°BOS009CaseCentre:n°302-057-8

CASECraftingWinningStrategiesinMatureMarket:theU.SWineIndustryin2001





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ABSTRACTThecaseentitled,‘CraftingWinningStrategiesinaMatureMarket:TheUSWineIndustryin2001’examinesthecompetitiveenvironmentoftheUSwineindustryin2001,priorto[yellowtail]’slaunch.Thecasedemonstrateshowtheindustrywasovercrowded,highlycompetitive,andincreasinglysqueezedatthedistributionandretailstagesofthesupplychain.Eventhoughtheindustrywasintenselycompetitive,winemanufacturershavesystematicallycompetedalongthesamesetoffactorsthathavehardlychangedoverthelastfewcenturies.InJuly2001,Australia’sCasellaWineryintroduced[yellowtail]intothishighlycompetitiveUSmarket.Smallandunknown,theyhadexpectedtosell25,000casesintheirfirstyear.Infact,theyhadsoldninetimesthatamount.Bytheendof2005,[yellowtail]’scumulativesalesweretrackingat25millioncases.[yellowtail]soonemergedastheoverallbestselling750mlredwine,outstrippingCalifornian,FrenchandItalianbrands.Thiscaseexaminesthestrategicmoveexecutedby[yellowtail]thatmadeitthenumberoneimportedwineandthefastestgrowingbrandinthehistoryoftheUSandAustralianwineindustries.Thecaseisaccompaniedbya2-partvideocalled‘CreatingaBlueOceanintheUSWineIndustry’thatisfreeforinstructordownloadatwww.blueoceanstrategy.com.PartAprovidesavisualoverviewofthewineindustrysettingpre-[yellowtail].Itisapowerfulcomplementtothepapercase.PartBexplores,throughinterviewswiththeprincipalplayersbehindthelaunchof[yellowtail],thedevelopmentandexecutionofCasella’sblueoceanstrategicmove.ThecaseandthevideodvdcomewithacomprehensiveteachingnoteandareexcellentforbothMBAsandexecutives.

CASE

Harvard:n°BOS018CaseCentre:n°309-186-1Other languages: Chinese



TEACHINGNOTE

CraftingWinningStrategiesinMatureMarket:TheU.SWineIndustryin2001Harvard:n°BOS019CaseCentre:n°309-186-8



https://www.blueoceanstrategy.com/


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