The rise of personal computers in the mid 1980’s spurred interest in computer games. This caused a crash in home Video game market. Interest in Video games was rekindled when a number of different companies developed hardware consoles that provided graphics superior to the capabilities of computer games. By 1990, the Nintendo Entertainment System dominated the product category. Sega surpassed Nintendo when it introduced its Genesis System. By 1993, Sega commanded almost 60 per cent of Video game market and was one of the most recognized brand names among the children. Sega’s success was short lived. In 1995, Saturn (a division of General Motors) launched a new 32-bit system. The product was a miserable failure for a number of reasons. Sega was the primary software developer for Saturn and it did not support efforts by outside game developers to design compatible games. In addition, Sega’s games were often delivered quite Continue reading
Management Case Studies
Management case studies are real-life examples of issues and problems found in particular workplaces or business organisations. Case study assignments give the opportunity to relate theoretical concepts to practical situations. Most case studies are written in such a way that the reader takes the place of the manager whose responsibility is to make decisions to help solve the problem. In almost all case studies, a decision must be made, although that decision might be to leave the situation as it is and do nothing.
Case Study: Qantas Crisis
The Qantas group aviation industry was established in 1920 in Queensland outback of Australia. It also known in another name is Queensland and Northern Territory Aerial Services Limited. Red Kangaroo is the logo of the firm, Qantas group are well known its own two brand airlines such as Qantas brand and Jetstar Brand. The headquarters of the company are located in Mascot, Sydney, Australia with a vision of “World Best Premium and Low Fare Airlines.” By the end of June 2011, Qantas was flying to 208 destinations in 46 countries, operating more than 5,700 flights a week across all its brands domestically and more than 970 international flights. It moved 44.5 million passengers. The crisis which faced Qantas during 2011, is said have commenced in 1990 when the airline industry started going through a deregulation by the Australian government. During 1993 Qantas and Australian Airlines were merged and Qantas partly Continue reading
Case Study: Apple iPod Silhouette Ad Campaign
Released by Apple Computer, Inc., in November 2001, the iPod rapidly grew in sales and by 2005 had become the world’s top-selling MP3 player. With a 1,000-song capacity, the first iPod worked only with Apple computers and retailed at $400. From 2003 to 2005, however, Apple ferociously promoted five new Windows-compatible iPod models, along with the company’s digital music store, iTunes. In an attempt to define the fun associated with the iPod brand and to steer advertising away from the Apple computer, the company released its ‘‘Silhouette’’ campaign. In October 2003 ad agency TBWA\Chiat\Day (TBWA\C\D) introduced outdoor ‘‘Silhouette’’ ads in Los Angeles, followed by a nationwide print and television launch. All ads displayed black silhouettes of people listening to white iPods and dancing in front of radiant green, yellow, fuchsia, and pink backgrounds. The television spots were accompanied by upbeat music from bands like N.E.R.D. and the Black Eye Peas. Continue reading
Case Study: Product Innovation at Gillette
Gillette is considered as the first choice of both male and females. Both genders 16 years of age or above are the target market for Gillettes shaving products. The brand marks its success to a passion for innovation and new product development. The Gillette Company was established in 1901 and then acquired by Procter and Gamble in 2005 for US$57 billion. After the success revealed by Gillette in its third-quarter results in October 2004, the company launched several new products, including the M3Power razor for men, the Venus Divine razor for women, and two new electric toothbrushes, the Professional Care 8000 and the Sonic Complete. Since the inception of Gillette, a strong commitment to innovation has kept the company razor sharp. Gillette is renowned for its absolute dominance of the wet shaving, dry shaving and personal grooming markets. In fact, each and every division of the company is profitable, fast-paced, Continue reading
Case Study of Walmart: Procurement and Distribution
Wal-Mart always emphasized the need to reduce its purchasing costs and offer the best price to its customers. The company procured goods directly from manufacturers, bypassing all intermediaries. Wal-Mart was a tough negotiator on prices and finalized a purchase deal only when it was fully confident that the products being bought were not available elsewhere at a lower price. According to Claude Harris, one of the earliest employees, “Every buyer has to be tough. That is the job. I always told the buyers: ‘You are negotiating for your customer. And your customer deserves the best prices that you can get. Don’t ever feel sorry for a vendor. He always knows what he can sell, and we want his bottom price. ‘We would tell the vendors,’ Don’t leave in any room for a kickback because we don’t do it here. And we don’t want your advertising program or delivery program. Our Continue reading
Case Study of Dell: Driving for Industry Leadership
In 1984, at the age of 19, Michael Dell founded Dell Computer with a simple vision and business concept–that personal computers could be built to order and sold directly to customers. Michael Dell believed his approach to the PC business had two advantages: (1) bypassing distributors and retail dealers eliminated the markups of resellers and (2) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. While the company sometimes struggled during the 1986-1993 period trying to refine its strategy, build an adequate infrastructure, and establish market credibility against better-known rivals, Dell’s strategy started to click into full gear in the late 1990s. Going into 2003, Dell’s sell-direct and build-to-order business model and strategy had provided the company with the most efficient procurement, manufacturing, and distribution capabilities in the global PC industry and given Dell a substantial cost and profit Continue reading