STRATEGIC MANAGEMENT: CASE STUDIES

CASE STUDY 1: DABBAWALAS (Discussed on 2nd August 2010)

Mission of Dabbawalas: Delivery on time with Cost Efficiency

Vision: To serve mankind (in context of what they are doing in India) especially
the weaker sections of the society
Logistics Business: Transportation of Dabbas
Six Sigma is 3.4 parts per million
Service based on good values

CASE STUDY 2: TITAN WATCHES (Discussed on 16th August 2010)

Competing with the global manufacturers & to increase the global market share
Objectives: To be a significant & respected global Watch, Clock & Jewellery brand
& also be the market leader in India, including being the premier retailer of these
products.
Titan Industries: Business Structure (Approximate figures)
o Jewellery: Rs. 3000 Cr
o Watches: Rs. 1000 Cr
o Export: around 60% Market Share in India
Competing on price and sympathy factor

CASE STUDY 3: GIANT BICYCLES (Discussed on 30th August 2010)

Reverse Internationalisation
Original Design Manufacture (ODM)
Forward Integration
1. European Marketing Networks for the company’s own brands
2. Production to China: Low Labour Costs & huge potential manufacturer
Capture of market share in Europe: Production plants & subsidiaries
Single European Market
o Wholly owned holding company in the Netherlands in 1986
 o Followed by Sales Subsidiaries
o After sales service, local communist agents & independent distributors
o Export strategy
Giant Europe Manufacturing Company
o Greenfield Entry strategy
o Sourced production system from the parent company- Giant Europe
Giant in China
o Joint Venture with Chinese biggest bicycle manufacturer to understand the
political environment
o Offset local ‘Son-of-the-Soil’ argument
o High Quality bicycles
Giant Specialisation
o Design, Development & Manufacturing
o Original Equipment Manufacturer

CASE STUDY 4: CONTINENTAL AIRLINES

(Discussed on 13th September 2010)

I was absent!!!

:-(

CASE STUDY 5: SOUTHWEST AIRLINES

(Discussed on 20th September 2010)

Demonstrates the use of Strategic Marketing

Core Competency- Asset Utilisation
LUV Spirit: Business-Level Strategy- Based on differentiation through service-
Sustainable strategy
Changed Customer groups- “flying affordable people who previously could not
afford to fly”
“Relied on outrageous antics to generate word-of-mouth advertising”
Other (Distinctive) Competencies: Low fares, frequent flights, on-time arrivals,
use of humour
 Strategic Advantage- “can offer low fares because it streamlines operations”,
“flies only Boeing 737s”- training is simplified, management san substitute
aircraft, transfer mechanics quickly.
Market Development Strategy- “grows by entering new markets that are
overpriced and underserved by current airlines”
Strong Organisation Culture- Spirit of employees- “caring about themselves,
each other and Southwest’s Customers”

CASE STUDY 6: BLUE-OCEAN THINKING

(Discussed on 11th October 2010)

Creating products & services for which there are no direct competitors
Finding unoccupied market positions that represent Real Value Innovation
Unique Combination of Features
Smart planning & Economies of Scale- Lower Cost
Please refer to the Key Principles of “Blue-Ocean Strategy” on page no. 2 of the
actual case.

CASE STUDY 7: GENERAL ELECTRIC (Discussed on 11th October 2010)

Jack Welsch came into GE in the late 80s

There was a Worldwide Recession at that time
Major Strategic Issue for GE: Japanese coming up with ‘Six Sigma’ & Total
Quality Management (TQM)
Looked at the portfolio of businesses strategically
o Using BCG Matrix
o Restructuring the portfolio
Two things that Jack Welsch wanted his employees to understand & choose-
1. Either you attain the #1 position,
2. If you can’t do this then develop a new technology
Setting a Strategic Intent for the company
Using Combination Strategies for running a portfolio of businesses
Many M & A Activities
 Built Six Sigma in GE
Rewards linked to Implementation of Six Sigma
Changed the Organisation Culture from a “Westernised One” to a “Quality
Culture”
Concept of “Boundary-less Organisation”, “Process-Oriented Organisation”
‘Learning Organisation’ because it was a technology based organisation
Started the concept of Management Development Centres
‘Workouts’- Brainstorming sessions

DISCLAIMER:
The Author of this document is not to be held responsible for any inadequacy in the
content provided. The content is based on personal learning and hence may or may
not be authentic.