Cases in this issue
| Case title and target audience | Authors | Synopsis |
|---|---|---|
| Vodafone–Idea merger: emergence of a telecom giant amidst predatory price wars Audience: senior undergraduate and graduate students in courses such as mergers and acquisitions, competitive strategies, industry analysis and marketing strategies | Wiboon Kittilaksanawong and Sinduja Kandaswamy | The Indian telecom market was witnessing a fierce price war, especially from an aggressive entry of a new player Reliance Jio Infocomm Limited (Jio) with a predatory pricing strategy. To react to the increasingly intense rivalry and maintain top positions, the second and third largest telecom operator Vodafone India and Idea Cellular Limited (Idea) decided to merge. The combined entity would become the largest wireless carrier in India. Was the merger the right competitive strategy for Vodafone India and Idea to fight against the wars? What synergies could the merger bring about? |
| The rebranding of VoiceStream to T-Mobile Audience: undergraduate and graduate courses in marketing, management or strategy | Skyler King, Anthony Allred and Clinton Amos | VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term. |
| The unmaking of Video Symphony: personal ethics, business decisions and management practices Audience: undergraduate and graduate courses in business and law that integrate ethical decision making | Nancy Dodd, Stephen Rapier, Doreen Shanahan and Jeffrey Baker | In the 1990s Mike Flanagan foresaw video moving from analog to digital and developed an equipment rental business to meet the needs of the entertainment/media production industry. By 1996 he established a second company to offer training in the use of Avid, a digital video-editing program. Flanagan sold the rental business in 1998 and by 2002 expanded the training away from a business model to a “full-fledged college business model.” By 2014 what started as a successful training program developed into a negative interaction with the US Department of Education (DOE) and Flanagan found himself being forced out of business. |
| From start-up to expansion: Vittrium Building Products Audience: undergraduate and graduate courses in strategy and entrepreneurship | Rebecca Wilson-Mah, Charles Krusekopf and Alice de Koning | After three years in business together Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The start-up phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations. |
| The University Club Audience: upper-level undergraduate students in marketing or strategy courses. Graduate courses in marketing strategy | Brooke Klassen, Marjorie Delbaere and Brooklyn Hess | The case was written to help students understand the value that a product or service can offer a consumer in terms of helping them accomplish important tasks and overcome obstacles. It is intended to help students understand the link between marketing strategy and different business models. |
| Kabbage: an innovative source of short-term business loans Audience: undergraduate courses in small business management, entrepreneurship or entrepreneurial finance | Emma Fleck and Michael Ozlanski | New entrepreneurial businesses are one of the key drivers of innovation and economic development. However, one of their greatest obstacles is accessing capital, especially since they are often initially unprofitable and lack tangible assets in the first few years of operation. Since debt financing from banks can be difficult for them to obtain, their capacity for growth can be limited. This case introduces students to Kabbage, a company that reduced the barriers associated with start-up and micro-business lending by using a fully automated, data-driven platform. Kabbage made instant decisions on whether these businesses should qualify for a line of credit by reviewing its clients’ electronic data, analyzed quickly and accurately using specific algorithms. |
| Who really benefits? Neighbourhood Credit Union’s merger decision Audience: upper-level undergraduate students or graduate students in strategic management or co-operative/not-for-profit management courses | Daphne Rixon and Gina Grandy | Ben Chang, the CEO of Neighbourhood Credit Union (Neighbourhood), was evaluating a possible merger with another larger credit union, Pleasantview Credit Union (Pleasantview). Chang and Neighbourhood’s Board of Directors (Board) were interested in a merger that would enhance member benefits via improved technology, innovative delivery channels and a more robust financial planning and wealth management capability. Pleasantview emerged as a strong candidate. The initial due diligence review was complete, the memorandum of understanding signed and a working group comprised of members from both credit unions formed. Chang, however, was becoming concerned about the lack of strategic fit between Neighbourhood and Pleasantview. Chang was considering recommending to the Board that the merger process with Pleasantview be halted Before Chang retired in the next five months, he wanted a plan that ensured increased member benefits and balanced growth and sustainability for Neighbourhood. Chang was scheduled to meet with the Board in four days. He needed a recommendation that would address the current merger situation, as well as provide other options for Neighbourhood. |
| Case title and target audience | Authors | Synopsis |
|---|---|---|
| Vodafone–Idea merger: emergence of a telecom giant amidst predatory price wars | Wiboon Kittilaksanawong and Sinduja Kandaswamy | The Indian telecom market was witnessing a fierce price war, especially from an aggressive entry of a new player Reliance Jio Infocomm Limited (Jio) with a predatory pricing strategy. To react to the increasingly intense rivalry and maintain top positions, the second and third largest telecom operator Vodafone India and Idea Cellular Limited (Idea) decided to merge. The combined entity would become the largest wireless carrier in India. Was the merger the right competitive strategy for Vodafone India and Idea to fight against the wars? What synergies could the merger bring about? |
| The rebranding of VoiceStream to T-Mobile | Skyler King, Anthony Allred and Clinton Amos | VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term. |
| The unmaking of Video Symphony: personal ethics, business decisions and management practices | Nancy Dodd, Stephen Rapier, Doreen Shanahan and Jeffrey Baker | In the 1990s Mike Flanagan foresaw video moving from analog to digital and developed an equipment rental business to meet the needs of the entertainment/media production industry. By 1996 he established a second company to offer training in the use of Avid, a digital video-editing program. Flanagan sold the rental business in 1998 and by 2002 expanded the training away from a business model to a “full-fledged college business model.” By 2014 what started as a successful training program developed into a negative interaction with the US Department of Education (DOE) and Flanagan found himself being forced out of business. |
| From start-up to expansion: Vittrium Building Products | Rebecca Wilson-Mah, Charles Krusekopf and Alice de Koning | After three years in business together Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The start-up phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations. |
| The University Club | Brooke Klassen, Marjorie Delbaere and Brooklyn Hess | The case was written to help students understand the value that a product or service can offer a consumer in terms of helping them accomplish important tasks and overcome obstacles. It is intended to help students understand the link between marketing strategy and different business models. |
| Kabbage: an innovative source of short-term business loans | Emma Fleck and Michael Ozlanski | New entrepreneurial businesses are one of the key drivers of innovation and economic development. However, one of their greatest obstacles is accessing capital, especially since they are often initially unprofitable and lack tangible assets in the first few years of operation. Since debt financing from banks can be difficult for them to obtain, their capacity for growth can be limited. This case introduces students to Kabbage, a company that reduced the barriers associated with start-up and micro-business lending by using a fully automated, data-driven platform. Kabbage made instant decisions on whether these businesses should qualify for a line of credit by reviewing its clients’ electronic data, analyzed quickly and accurately using specific algorithms. |
| Who really benefits? Neighbourhood Credit Union’s merger decision | Daphne Rixon and Gina Grandy | Ben Chang, the CEO of Neighbourhood Credit Union (Neighbourhood), was evaluating a possible merger with another larger credit union, Pleasantview Credit Union (Pleasantview). Chang and Neighbourhood’s Board of Directors (Board) were interested in a merger that would enhance member benefits via improved technology, innovative delivery channels and a more robust financial planning and wealth management capability. Pleasantview emerged as a strong candidate. The initial due diligence review was complete, the memorandum of understanding signed and a working group comprised of members from both credit unions formed. Chang, however, was becoming concerned about the lack of strategic fit between Neighbourhood and Pleasantview. Chang was considering recommending to the Board that the merger process with Pleasantview be halted |