Stanford Graduate School of Business (USA)
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The Intel Incubation Program: Disruption Inside
O'Reilly, Charles; Melvin, SheilaCase SGSB-OB105-ELeadership and People ManagementIntel established the Emerging Growth and Incubation (EGI) Group in 2018 with a charter to build a disruptive innovation engine. The EGI Group was seen as essential-even existential-for Intel to expand beyond its core business, find new ways to add significant value to the company, and once again be perceived as an engine of growth. Given Intel’s size and the perceived urgency of the need for growth, it was decided that EGI would incubate only ...Starting at €8.20
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SeaMicro
Mark Leslie, Sara RosenthalCase SGSB-E409-EEntrepreneurshipLaunched in 2007, SeaMicro developed one of the most innovative server products to hit the market in over a decade. The SM10000 consumed one-quarter the power and space of conventional server products, thereby addressing a significant and growing pain point, particularly among Web 2.0 companies. As these companies increased their computer power through the addition of tens of thousands of servers, their data centers expanded as well, creating m...Starting at €8.20
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Southwest Airlines (A) (Spanish)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1AESStrategyEn 1994, United Airlines y Continental Airlines lanzaron sus propias compañías aéreas de bajo coste para competir con Southwest Airlines. De 1991 a 1993, Southwest había aumentado su cuota de mercado del 26% al 45% en el importante mercado de la costa oeste de Estados Unidos. El caso estudia cómo Southwest creó una ventaja competitiva sostenible y hace hincapié en el papel de los recursos humanos como palanca para implementar la estrategia. Plant...Starting at €8.20
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AGC Inc. in 2019: "Your Dreams, Our Challenge"
Kato, Masanori; Schaede, Ulrike; O'Reilly, CharlesCase SGSB-OB103-ELeadership and People ManagementAsahi Glass Co., Ltd. in 2014 was the world’s largest glass company, but the company faced flat revenues and increased global competition. Several of its flagship businesses projected few prospects for growth unless the company could develop new products and identify competitive strengths to compete within the rapidly changing global economy. AGC held leading global market shares in four major products: architectural glass, automotive glass, quar...Starting at €8.20
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Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1A-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €8.20
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SeaMicro - Teaching Note
Mark Leslie, Sara RosenthalTeaching Note SGSB-E409TN-EEntrepreneurshipLaunched in 2007, SeaMicro developed one of the most innovative server products to hit the market in over a decade. The SM10000 consumed one-quarter the power and space of conventional server products, thereby addressing a significant and growing pain point, particularly among Web 2.0 companies. As these companies increased their computer power through the addition of tens of thousands of servers, their data centers expanded as well, creating m...Starting at €0.00
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SeaMicro - Moment of Decision
Mark Leslie, Sara RosenthalCase SGSB-E459-EEntrepreneurshipThis case, GSB No. E-459, explores the SeaMicro CEO’s decision of whether or not to sell the company in early 2012. SeaMicro, a developer of low-power servers, has risen quickly as an innovative and significant force in a server market dominated by giants, including HP and Dell. In the fall of 2011, the company is approached by AMD, the industry’s second largest microprocessor manufacturer behind Intel. AMD has faced challenging times in the rec...Starting at €8.20
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Brown Bag Firms (A)
O'Reilly, Charles; Reid LorraineCase SGSB-E656A-EEntrepreneurshipBrown Bag Films produced programming for Disney, Amazon, BBC, and Nickelodeon, reaching an audience of more than 100 million pre-school children around the world. This case examines the development of Brown Bag Films, which began in 1994 as a partnership between two art school students in Ireland who had a passion for making animated children’s films—but no business plan, and only a few thousand pounds of borrowed funds. Early successes like an O...Starting at €8.20
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Southwest Airlines (A) - Teaching note
O'Reilly, Charles; Pfeffer, JeffreyTeaching Note SGSB-HR1TN-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €0.00
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SeaMicro - Moment of Decision - Teaching Note
Mark Leslie, Sara RosenthalTeaching Note SGSB-E459TN-EEntrepreneurshipThis case, GSB No. E-459, explores the SeaMicro CEO’s decision of whether or not to sell the company in early 2012. SeaMicro, a developer of low-power servers, has risen quickly as an innovative and significant force in a server market dominated by giants, including HP and Dell. In the fall of 2011, the company is approached by AMD, the industry’s second largest microprocessor manufacturer behind Intel. AMD has faced challenging times in the rec...Starting at €0.00