iRobot was among the first companies to introduce robotic technology into the consumer market. Facing increased competition in this market, should iRobot continue to develop new consumer products or focus on the military and aerospace marketplace where it already had importance presence?
How can the US community bank Wells Fargo succeed in the increasingly regulated yet highly competitive banking industry? How can the company continue to employ its successful diversification strategy while reducing its exposure to new risks in the industry?
When Independer evolved from a financial product comparison website into a financial intermediary, it urgently needed a new business model that could, on the one hand, retain existing customers, while on the other, attract new ones.
Li Ning, the biggest Chinese sportswear firm, must deal with the dilemma between committing resources to international expansion and maintaining a leading position in an increasingly competitive domestic market.
As a growing US mobile communication firm operated in Latin America, NII Holdings needed to increase its market share in this target market with its key iDEN technology.
China’s e-commerce giant, Alibaba, benefited from setting up an innovative platform where complementary ventures formed a network to cross-market and cross-sell each other’s services.
This simulation game aims to help participants become better team leaders by increasing their awareness of the main challenges to effective teamwork and by improving their skills at observation, analysis, listening, and giving feedback.
When the unprofitable Dutch boutique sports carmaker, Spyker, acquired Saab in 2010, scepticism arose about the likely success of this acquisition. Spyker had to convince the public that it could create a solid fit of these two drastically different brands.
The growing Indian IT service sector has forced Western multinationals to rethink their captive center strategy. The case shows how the basic concept of captive center has transformed over time.
After an environmentally devoted Dutch firm was sold to an environmentally less conscious new owner, the company had to forge a new strategy for maintaining a green reputation.