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Tesla, Inc.: The Strategic Partnership for a New Gigafactory in China
Wiboon Kittilaksanawong; Viktor Johann WinklerCase IVEY-9B19M083-EEntrepreneurship, StrategyIn October 2018, Tesla, Inc. (Tesla), an American automotive and energy company, received an approval from Shanghai’s mayor to acquire a plot of land to build a new electric-vehicle (EV) factory, which was expected to produce its first cars in three years, and to have initial capacity of about 250,000 vehicles a year. This move was in response to a significant rise in the Chinese EV market and the additional tariffs imposed by the Chinese governm...Starting at €8.20
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F-Secure Corporation: Software as a Service (SaaS) in the Security Solutions Market, Teaching Note
Austin, Robert D.; Applegate, Lynda M.; Lyytinen, Kalle; Penttinen, Esko; Saarinen, TimoTeaching Note HBS-809151-EMarketingTeaching Note for [809099].Starting at €0.00
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Asahi Group Holdings Limited: Global Expansion Versus Financial Leverage
Wiboon Kittilaksanawong; Tomas HovorkaCase IVEY-W26041-EMarketing, StrategyIn May 2021, Asahi Group Holdings, Limited (Asahi), a Japanese global beer, spirits, soft drinks, and food company, shifted its focus to non-alcoholic beers. The shift was made after spending US$20 billion to acquire premium beer brands from Anheuser-Busch InBev SA/NV, a Belgian multinational drinks and brewing company.
The Japanese beer market had been shrinking for decades with Japan’s declining population, and more recently, the market ...Starting at €8.20
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Foxconn Technology Group: Acquiring Sharp to Move Up the Value Chain
Wiboon Kittilaksanawong; Teeta ErikateCase IVEY-9B19M058-EEntrepreneurship, StrategyIn August 2016, Foxconn Technology Group (Foxconn) acquired a majority stake for US$3.8 billion in Sharp Corporation (Sharp), which was on the verge of bankruptcy. In addition to gaining more liquid crystal display (LCD) capacity, Foxconn was combining Sharp’s advanced technology and marketing resources with its own to expand and move up the value chain in both research and development and brand building. However, the post-acquisition integration...Starting at €8.20
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All Nippon Airways: Are Dual Business Models Sustainable
Wiboon Kittilaksanawong; Elise PerrinCase IVEY-9B16M007-EEntrepreneurship, StrategyIn 2012, All Nippon Airways diversified into Japan’s emerging low-cost carrier market by launching two new low-cost carriers: Peach Aviation and AirAsia Japan. After one year, Peach Aviation experienced financial losses and operations failures; after two years, the company announced cancellation of many flights. The second carrier, AirAsia Japan, ended its operations in 2013, and was later restructured as Vanilla Air, a wholly owned subsidiary of...Starting at €8.20
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Canon Inc.: Ambitious Acquisitions in the Video Surveillance Market
Wiboon Kittilaksanawong; Andrew Jiro PoplawskiCase IVEY-9B16M101-EEntrepreneurship, StrategyFacing a decline in the company’s core camera business as a result of the aggressive entry of smartphones, Canon identified the network security industry as a potential growth market, with expected revenues of US$23 billion by 2020. Canon opted to pursue this kind of growth potential outside its core competency by acquiring Milestone Systems in 2014 and Axis Communications in 2015. Canon paid a 50-per-cent premium to acquire Axis in a cash-only o...Starting at €8.20
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Tokyo Electron: The Competitive Consolidation and Antitrust Challenge
Wiboon Kittilaksanawong; Claire AndréCase IVEY-9B17M059-EEntrepreneurship, StrategyIn September 2013, Tokyo Electron Limited announced a merger with Applied Materials Inc. The deal would place the new entity in the leader position in the highly consolidated global semiconductor manufacturing equipment industry, which counted Intel Corporation and Samsung Group as major customers. Due to antitrust issues, the deal was eventually cancelled. Shortly after, in October 2015, Lam Research Corporation announced a merger with KLA-Tenco...Starting at €8.20
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Brooks Sports: Competing against the Giants
Wiboon Kittilaksanawong; Andrew Jiro PoplawskiCase IVEY-9B16M150-EEntrepreneurship, StrategyBrooks Sports, Inc. (Brooks) strove to inspire and promote an active lifestyle through its innovative gear, enabling its customers to run longer, farther, and faster. The shoe company had endured a number of growths and declines in its 100 years of operations. Nearly bankrupt by 2000 because of its attempt to compete with diversified athletic brands, Brooks had finally found a strategy to compete in the sports market. Operating as an independent ...Starting at €8.20
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Mazda Motor Corporation: Surviving by Partnering with the Giants
Wiboon Kittilaksanawong; Tae Kyung Lee; Andrew Jiro PoplawskiCase IVEY-9B17M117-EEntrepreneurship, StrategyFor 30 years, Mazda Motor Corporation (Mazda) partnered with Ford Motor Company (Ford), helping Ford in small-car engineering and lean manufacturing in exchange for finance and marketing know-how; however, this alliance was terminated due to the global financial crisis in 2008. In 2015, Mazda entered into another long-term partnership to share technologies and cope with cost pressures—this time with Toyota Motor Corporation (Toyota). According to...Starting at €8.20
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Toyota Tsusho Corporation: Acquiring The French CFAO To Penetrate African Markets
Wiboon Kittilaksanawong; Mayeni GueyeCase IVEY-9B18M002-EEntrepreneurship, StrategyIn 2016, the Japanese company Toyota Tsusho Corporation (TTC) acquired the remaining shares of the French trading company Compagnie Française de l’Afrique Occidentale (CFAO), which was operating in Africa. That same year, TTC registered its first financial loss in 16 years. Several years earlier, in 2012, TTC had participated in CFAO’s equity as its majority shareholder. These strategic moves were all part of TTC’s corporate campaign Vision 2015,...Starting at €8.20