Streaming success: positioning Roku’s future in a hypercompetitive industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Erin G. Pleggenkuhle-Miles ◽  
Christopher C. Winchester ◽  
A. Erin Bass ◽  
Thomas West
Keyword(s):  
Theoretical Basis ◽  
Competitive Dynamics ◽  
Strategic Positioning ◽  
Undergraduate Level ◽  
Content Type ◽  
Academic Level ◽  
Generic Strategy ◽  
Trade Magazines ◽  
Generic Strategies ◽  
Porter's Generic Strategies

Theoretical basis The theoretical basis for this case is a focus on strategic positioning as related to Porter’s Generic Strategies. The case accounts Roku’s journey in facing additional competition, highlighting the competitive dynamics at play. The case requires students to consider how Roku might revise its generic strategy based on the new competitive landscape in which it operates. Research methodology In writing this case, the research team used secondary research that was informed by interviews with Roku users. Resources such as IBIS World, MergentOnline, academic journals, trade magazines and websites were used to inform and verify information. Case overview/synopsis As the market disruptor of how media was consumed, Roku had been connecting customers, publishes and advertisers with its unique capabilities for over 10 years. With the belief that all TV content should be available through streaming, Roku had forever changed the traditional model of how media was distributed and consumed. By capitalizing on the previously untapped economic opportunity of TV streaming platforms, Roku had made itself the premier streaming broadcast service for users, content publishers and advertisers. The company was now faced with the difficult task of finding the best ways to keep innovation high and continue to grow. Complexity academic level This case could be taught at either the graduate or undergraduate level strategy course. At the undergraduate level, it would be best taught in a strategy course, when discussing industry life cycle or vertical integration. At the graduate level, MBAs could discuss the competitive dynamics and hypercompetition within the industry.

GameStop’s next play: reconfiguring the value offering

2019 ◽  
Vol 16 (1) ◽  
pp. 7-33
Author(s):  
A. Erin Bass ◽  
Erin G. Pleggenkuhle-Miles ◽  
Christopher C. Winchester ◽  
Thomas West
Keyword(s):  
Data Collection ◽  
Theoretical Basis ◽  
Core Competencies ◽  
Secondary Data ◽  
Competitive Dynamics ◽  
Primary Data ◽  
Undergraduate Level ◽  
Content Type ◽  
Academic Level ◽  
Consumer Interests

Theoretical basis The theoretical basis for this case is a focus on strategic positioning as related to Porter’s generic strategies. The case describes GameStop’s previous differentiation approach, executed through physical stores and knowledgeable staff. With technological shifts and the introduction of digital downloads, this strategy is less effective. The case requires students to consider how GameStop might revise its generic strategy based on the new competitive landscape in which it operates. Research methodology In writing this case, the research team conducted thorough analysis through primary data collection in stores as well as secondary data collection through the use of market research tools, such as IBIS World, MergentOnline, S&P Net Advantage, and academic journals, trade magazines, and websites. Case overview/synopsis With high uncertainty shown by stakeholders about the future of GameStop coupled with falling share prices, the company must find a way to stay in play given the rapidly growing digital gaming market. As it planned to close at least 150 of its 7,500 stores, the company was starting to take measures to reduce operational costs and restructure to sectors that best fit consumer interests. GameStop’s core competencies were no longer aligned with market conditions, and its executives were now questioning where it could expand the organization’s operations as they focused on finding untapped areas of the market that have an opportunity for a new competitive advantage. Given its unique market share in gaming memorabilia and trade-in values, students are tasked with finding GameStop’s existing competitive advantages or identifying potential new ones that can be leveraged in a technology-driven industry. Complexity academic level This case could be taught at either the graduate or undergraduate level strategy course. At the undergraduate level, it would be best taught when discussing industry life cycle or competitive dynamics. At the graduate level, MBAs could discuss competitive dynamics facing GameStop and how it might find areas for future strategic growth.

Bulldog decision

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Travis Lee Cyphers ◽  
Julianne Renee Apodaca
Keyword(s):  
Decision Making ◽  
Theoretical Basis ◽  
Authentic Leadership ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Content Type ◽  
Military Justice ◽  
Commanding Officer ◽  
Academic Level ◽  
Military Law

Theoretical basis The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined as ethical, integrating authentic leadership into the decision-making process can help leaders made difficult decisions. Research methodology The authors conducted extensive research through IBISWorld, EBSCOhost, and academic journals to review ethical decision-making and authentic leadership. The authors successfully piloted the case with over 100 undergraduate and graduate students enrolled in leadership courses. Case overview/synopsis The case describes an ethical decision a young commanding officer must make. A soldier under their leadership has been charged with an inappropriate relationship with a minor. The officer must decide between two actions that are legal within the military justice system. Each decision has ramifications that will significantly affect the organization. Complexity academic level The case is best taught in undergraduate and graduate leadership courses. Course participants do not need a detailed understanding of military leadership or military law to apply fundamental concepts.

The trials and tribulations of JTH Inc.

2019 ◽  
Vol 15 (2) ◽  
pp. 88-108
Author(s):  
Mayank Jaiswal ◽  
Robert Maxwell
Keyword(s):  
New England ◽  
Business Model ◽  
Undergraduate Students ◽  
Theoretical Basis ◽  
International Competition ◽  
Dynamic Nature ◽  
Resource Based View ◽  
Content Type ◽  
Academic Level ◽  
The Usa

Theoretical basis The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur. Research methodology The names of the institutions and individuals involved have been disguised. However, the material facts of the case are authentic. Case overview/synopsis This case discusses strategy in the context of a crisis situation in a small business. JTH Inc. was a computer subcontract manufacturing (SCM) firm serving the New England region of the USA. The influx of international competition (mainly from China) due to recession led to significant challenges for JTH and the SCM industry. JTH was struggling and the situation was further complicated by the founder’s (Robert Maxwell) personal and emotional situation. Robert had to decide whether to keep the business running, close it down, merge with/be acquired by a competitor, innovate the business model or do something else. Complexity academic level This case is designed to target undergraduate students of Strategic Management; it may also include Entrepreneurship students. It should most probably be taught in the first half of the course after concepts such as PESTEL, Porter and resource-based view of the firm have been taught.

Pay inequality and job satisfaction of law firms: the role of strategic positioning

2020 ◽  
Vol 16 (2) ◽  
pp. 189-213
Author(s):  
Ki Kyung Song ◽  
Eunyoung Whang
Keyword(s):  
Job Satisfaction ◽  
Law Firms ◽  
Strategic Positioning ◽  
Pay Gap ◽  
Content Type ◽  
Differentiation Strategy ◽  
Generic Strategy ◽  
Pay Inequality ◽  
The Impact

Purpose Using Porter’s (1980) generic strategy to define strategic positioning of law firms, this paper aims to explain why some law firms have more/less pay inequality than others do and examine the impact of pay inequality on law firms’ partners and the job satisfaction of their associates. Design/methodology/approach This paper uses data from The American Lawyer. The strategic positioning, compensation and job satisfaction scores of 614 firm-year observations of US law firms are hand-collected over the period from 2007 to 2016. Findings Non-equity partners at law firms with differentiation strategy (Porter, 1980) are more likely to build rainmaking ability than those at law firms relying on billable hours. As a result, law firms with differentiation strategy have a narrower pay gap between their equity and non-equity partners than those firms relying on billable hours. After controlling for the effects of strategy on pay inequality using two-stage and three-stage least squares models, this paper finds that a wider pay gap deprives associates of job satisfaction. Originality/value Considering strategic positioning, this paper validates why some law firms have more/less pay inequality and proves how pay inequality affects job satisfaction.

Philadelphia’s taxing decision: pros and cons of a “soda tax”

2019 ◽  
Vol 15 (4) ◽  
pp. 337-354 ◽  
Author(s):  
Paul Byrne ◽  
Dmitriy Chulkov ◽  
Dmitri Nizovtsev
Keyword(s):  
Theoretical Basis ◽  
Public Economics ◽  
Discussion Section ◽  
Content Type ◽  
Sweetened Beverages ◽  
Academic Level ◽  
Soda Tax ◽  
Economics Courses ◽  
The City

Theoretical basis This descriptive case study applies economic concepts to an issue of public policy, and helps build students’ critical thinking, analytical and quantitative skills. The case addresses a variety of topics typically taught in microeconomics and public economics courses. Topics most prominently represented in the case include elasticity of demand and supply, tax policy, tax incidence and negative externalities. Theoretical basis for each topic is laid out in the discussion section of the instructors’ manual, along with insights from student responses. The core nature of the concepts covered in this case study allows it to be integrated with common economics textbooks. Research methodology This descriptive case is based on critical economic analysis of secondary sources. Case overview/synopsis This case study focuses on the imposition of the controversial “soda tax” on sweetened beverages in the City of Philadelphia in 2017 and considers the economic lessons that can be learned from Philadelphia’s experience with the tax. The tax was proposed as a way to raise the city’s revenue while reducing obesity. After the tax was enacted, the sales of sweetened beverages declined in the city, but increased outside the city’s borders. The receipts from the tax have been below projections. Complexity/academic level Learning outcomes covered by the case are typical for a microeconomics, public economics or managerial economics course. The appropriate course levels range from the principles to the MBA level of the economics and business curriculum. Discussion questions may be selected to fit a specific course focus and level. The instructors’ manual outlines question sets suitable for various types of economics courses.

Guess who’s coming to deliver? Tough decisions about race in the workplace

2019 ◽  
Vol 15 (5) ◽  
pp. 416-440
Author(s):  
Katina Williams Thompson ◽  
Susan Dustin
Keyword(s):  
Organizational Behavior ◽  
Theoretical Basis ◽  
Process Model ◽  
American People ◽  
African American People ◽  
Content Type ◽  
Stakeholder Perspectives ◽  
Academic Level ◽  
Home Improvement ◽  
The Media

Theoretical basis The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case. Research methodology Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken. Case overview/synopsis Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives. Complexity academic level The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

Bureau de Eventos: internationalization of an emerging country event planning company

2019 ◽  
Vol 15 (4) ◽  
pp. 279-294
Author(s):  
Vivian Peuker Steinhauser ◽  
Angela da Rocha
Keyword(s):  
Theoretical Basis ◽  
Small Firms ◽  
International Markets ◽  
International Expansion ◽  
Content Type ◽  
Academic Level ◽  
Emerging Country ◽  
Resources And Capabilities ◽  
One Year ◽  
Secondary Information

Theoretical basis The case can be used to examine the resources and capabilities of small firms considering entering international markets. It can also be a vehicle for examining typical barriers that such companies may face and must overcome when expanding abroad: liabilities of smallness, liabilities of foreignness, liabilities of emergingness and liabilities of outsidership. Research methodology The case is based on several interviews with both entrepreneurs over a one-year period and on secondary information from reports and documents. Case overview/synopsis This teaching case presents the trajectory of a Brazilian services company operating in the corporate events planning industry. The case explores the potential for the company’s international expansion, and the vision and engagement of the entrepreneurs, despite several barriers the company needs to overcome. Complexity academic level The case can be used in Entrepreneurship and International Marketing courses, both at graduate and undergraduate levels. It can also be used in training seminars for executives of tourism and events planning companies, and for employees of export promotion agencies.

Underworked and overpaid

2020 ◽  
Vol 16 (1) ◽  
pp. 97-106
Author(s):  
Juliana Lilly
Keyword(s):  
Organizational Behavior ◽  
Human Resource ◽  
Theoretical Basis ◽  
Psychological Impact ◽  
Primary Data ◽  
Content Type ◽  
Business Courses ◽  
Academic Level ◽  
Actual Experience ◽  
Real Responsibility

Theoretical basis The purpose of this paper is to help readers better understand the psychological impact of employees feeling underutilized in the workplace. Research methodology The case is based on primary data collected from Jonathan and describes his actual experience in the workplace. Mark also provided input on the situation. Because Jonathan and Mark are still employed in the same institution, the names have been disguised to protect their identity. Case overview/synopsis Jonathan is a highly motivated and successful employee who was promoted into a position that had no real responsibility. His manager would not restructure the job to make it more challenging or rewarding, so after three years of frustration, Jonathan has to decide if he should keep trying to fix the job, coast until retirement or resign. Complexity academic level This case is applicable for undergraduate business courses in organizational behavior, principles of management, principles of human resource management or leadership.

Peloton’s ride to growth

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher Curtis Winchester ◽  
Erin Pleggenkuhle-Miles ◽  
Andrea Erin Bass
Keyword(s):  
Undergraduate Students ◽  
Vertical Integration ◽  
Theoretical Basis ◽  
Corporate Strategy ◽  
Transaction Cost Economics ◽  
Competitive Dynamics ◽  
Home Exercise ◽  
Content Type ◽  
First Mover Advantage ◽  
First Mover

Theoretical basis The theoretical basis for this case is a focus on vertical integration, first-mover advantage and competitive dynamics. Vertical integration is based on Williamson’s (1979) theory of transaction-cost economics as it relates to vertical integration; the discussion on first-mover advantage is built off of Suarez and Lanzolla’s (2005) dynamics of first-mover advantage; and the analyzes on competitive dynamics derives from the MacMillan et al. (1985) early empirical tests of interfirm rivalry dynamics. Research methodology The authors conducted extensive research using the following sources: IBISWorld, MergentOnline and academic journals, trade magazines and websites. Additionally, the authors successfully piloted the case on more than 350 undergraduate students enrolled in a business and corporate strategy course. Case overview/synopsis Peloton used vertical integration to control the creation of its own software, bikes, exercise classes and retail outlets. In doing so, Peloton was one of the first companies in the industry to have near full control of the production process (Gross and Caisman, 2019). Due to this integration, Peloton was one of the fitness equipment industry leaders. However, Peloton’s high level of vertical integration coupled with rapid growth led to lackluster profitability. Given the rise in popularity of in-home exercise equipment, Peloton had room to continue its growth, but the question remained whether it was strategically positioned to do so. Complexity academic level This case is best taught in undergraduate and graduate strategy courses. For undergraduate courses, it could be incorporated into lessons on competitive dynamics, internal analysis and first-mover advantage and strategic positioning. For graduate courses, it could be incorporated into lessons on vertical integration and delving more in-depth into the long-term sustainability of having a first-mover advantage.

scholarly journals GENERIC STRATEGIES AND FINANCIAL PERFORMANCE PERSISTENCE IN THE BANKING SECTOR IN INDONESIA

2018 ◽  
Vol 17 (1) ◽  
pp. 79
Author(s):  
Etikah Karyani ◽  
Hilda R. Rossieta
Keyword(s):  
Banking Sector ◽  
Superior Performance ◽  
Competitive Advantages ◽  
Strategic Positioning ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Generic Strategy ◽  
And Performance ◽  
Generic Strategies

This study investigates the relationship between the bank strategic positioning and performance. A central question in the management literature has been to identify the sources of competitive advantage that allow firms to attain and persistent superior performance over their competitors. Bank can build competitive advantages by following either a cost leadership or a differentiation strategy. Bank adopting a cost leadership strategy principally attain advantages based on operational efficiency, and hence the performance of such firms should more persist over time than other bank adopting differentiation strategy. This study documents an empirical investigation of this premise using a sample of 216 firm-years over the period 2009-2013. This study details the development of constructs using audited financial-level archival data to capture a bank's strategic positioning. These constructs are then used in empirical models that explore the persistence of bank performance. Using confirmatory factor analysis, the results of these models estimation indicate that although both cost leadership and differentiation strategies have a positive effect on contemporaneous performance, only the efficiency strategy allows a bank to achieve and maintain superior performance in the future.   Keywords: Generic strategy, efficiency, differentiation, persistence

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