Darden University of Virginia (USA)
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Red Bull (Abridged)
Farris, Paul W.; Shames, Ervin R.; Johnson, Richard R.; Mitchell, JordanCase DARDEN-M-0849-EMarketingThis case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider where Red Bull will take its brand, product line, and marketing next, in light of many competitive challenges in the United States. The case was written to foster discus...Starting at €8.20
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Stryker Corporation
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0174-EStrategyStryker is the story of how CEO John Brown built his company into a market leader using a simple strategy of growing earnings 20% a year. The strategy was supported by the values statement: "do not lie, cheat, or steal to do it." Stryker had an internal high-performance environment grown primarily through organic growth and by adding technology through small acquisitions. This case confronts Brown's succession and the issue of whether Stryker's 2...Starting at €8.20
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Starbucks Corporation (A)
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0175-EStrategyThe issue in this case is whether it is realistic for Starbucks to continue to be a high-growth company. Questions raised are whether all growth is good; whether bigger is always better; whether businesses must “grow or die”; and under what circumstances does too aggressive growth destroy value? In trying to remain a high-growth company, Starbucks has opened some stores in subprime locations, resulting in dilution of its customer value propositio...Starting at €8.20
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Starbucks Corporation (B)
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0176-EStrategyThis case follows S-0175 and explores the different responses Starbucks made to correct its operational and overexpansion problems as well as its experimentation with new growth ideas. Analysts who predicted that Starbucks wouldn’t survive the global downturn must to eat their words. Under its former CEO, it has emerged from the economic downturn a leaner, better company. Now it must decide whether to build or buy a new concept to scale or reigni...Starting at €5.74
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Dell Inc.
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0185-EStrategyIn the 1990s, with more widespread use of the Internet, sales through Dell Computer Corporation’s online business swelled, and it became a dominant market leader. By 2010, Dell Computer Corporation had changed its name to Dell Inc. (Dell). Dell employed 96,000 people worldwide and was ranked 38th on the Fortune 500 list. But in the summer of 2010, Dell was faced with dwindling market share, myriad customer complaints, vendor troubles, and a blist...Starting at €8.20
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Silk Soy Milk (A)
Farris, Paul W.; Shames, Ervin R.; Wasden, MichaelCase DARDEN-M-0771-EMarketingThe Silk soy milk brand evolves from a single homemade product to a regional and then national brand, facing challenges along the way such as investment influx, acquisition, and competition from new entrants into the very market it created. Silk's marketing angles at various growth stages are discussed, and students consider whether the company should expand its presence or develop new categories, as well as how its efforts could best realize gro...Starting at €8.20
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Red Bull (A)
Farris, Paul W.; Shames, Ervin R.; Johnson, Richard R.; Mitchell, JordanCase DARDEN-M-0663-EMarketingThis case describes the history of the Red Bull brand and how the company stimulated and harnessed word-of-mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider how Red Bull should react to competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and p...Starting at €8.20