Case Studies
Case Studies
C-1
INTRODUCTION Preparing an effective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105
CASE 8
Beefing up the beefless Mac: McDonald’s expansion strategies in India: C-120
CASE 9
Nucor Corporation and the US steel industry C-128
CASE 10 Pacific Dunlop: Caught on the half volley C-157 CASE 11 Philip Morris C-173 CASE 12 Pisces Group of Singapore C-188 CASE 13 Raffles, Singapore’s historic hotel C-194 CASE 14 Southwest Airlines, 1996 C-205
Introduction
Preparing an effective case analysis
In most strategic management courses, cases are used extensively as a teaching tool.1 A key reason is that cases provide active learners with opportunities to use the strategic management process to identify and solve organisational problems. Thus, by analysing situations that are described in cases and presenting the results, active learners (that is, students) become skilled at effectively using the tools, techniques and concepts that combine to form the strategic management process. The cases that follow are concerned with actual companies. Presented within the cases are problems and situations that managers and those with whom they work must analyse and resolve. As you will see, a strategic management case can focus on an entire industry, a single organisation or a business unit of a large, diversified firm. The strategic management issues facing not-for-profit organisations also can be examined using the case analysis method. Basically, the case analysis method calls for a careful diagnosis of an organization’s current conditions (as manifested by its external and internal
C-1
INTRODUCTION Preparing an effective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105
CASE 8
Beefing up the beefless Mac: McDonald’s expansion strategies in India: C-120
CASE 9
Nucor Corporation and the US steel industry C-128
CASE 10 Pacific Dunlop: Caught on the half volley C-157 CASE 11 Philip Morris C-173 CASE 12 Pisces Group of Singapore C-188 CASE 13 Raffles, Singapore’s historic hotel C-194 CASE 14 Southwest Airlines, 1996 C-205
Introduction
Preparing an effective case analysis
In most strategic management courses, cases are used extensively as a teaching tool.1 A key reason is that cases provide active learners with opportunities to use the strategic management process to identify and solve organisational problems. Thus, by analysing situations that are described in cases and presenting the results, active learners (that is, students) become skilled at effectively using the tools, techniques and concepts that combine to form the strategic management process. The cases that follow are concerned with actual companies. Presented within the cases are problems and situations that managers and those with whom they work must analyse and resolve. As you will see, a strategic management case can focus on an entire industry, a single organisation or a business unit of a large, diversified firm. The strategic management issues facing not-for-profit organisations also can be examined using the case analysis method. Basically, the case analysis method calls for a careful diagnosis of an organization’s current conditions (as manifested by its external and internal