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The culture-strategy-execution framework, known as the Trio Model, offers organizations a powerful, adaptive approach to navigating today's complicated global issues. By considering culture as an integral part of strategic thinking, executives and practitioners adopting the model can take a holistic approach to solving practical problems.

This technical notes answers the questions: What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take?

Series of scenarios each presenting a situation that asks the student to decide how to proceed.

Ambicultural organizations and executives go a step beyond simply embracing different thoughts and behaviors-they transcend divisions to integrate such "opposites" as competition and cooperation, East and West or Chinese and American business approaches and strategies. They combine the best of two or more entities-cultures, ideas, practices-while avoiding the shortcomings of each.

The diamond framework can be used to develop strategies in multibusiness enterprises at all organizational levels and across markets or products. This note demonstrates how the framework yields insights that managers and executives need in order to make critical strategic decisions. The power of a single integrated approach lies in its transformative ability to unite a firm with one template based on a common language and shared lexicon.

Each of us possesses an inner force that enables us to be optimally effective in all aspects of life. The power of one is much more than an abstraction that animates our actions. It has practical applications for day to day life, from school to work, and throughout our personal lives. The power of one provides a way to converse with ourselves, to crystallize what is important, thereby enabling us to make coherent decisions. And because it emanates from the core of who we are and what we stand for, it allows us to identify and think through our priorities.

Brief introduction to the field of strategic management, including basic concepts and scope.

Brief discussion of resources and capabilities, their importance, and their role in the creation of competitive advantage.

Technical note on industry analysis and competitive dynamics.

Brief discussion of managing for stakeholders and the role this plays in achieving value creation and competitive advantage.

This case is appropriate for strategy courses and courses that focus on competitive dynamics. It follows FedEx from when it was the only international express-freight-delivery company with direct flights into such key Chinese cities as Shanghai, Beijing, and Shenzhen and a virtual monopoly over South China's international express delivery market up to the competitive events that had taken some of the shine off FedEx operations in China. Leadership in the fast-growing, highly competitive Chinese express delivery market was key to FedEx's international strategy. Some of the issues students must decide are what these agreements and joint ventures could mean to FedEx's business in China and how it should respond to the increasingly crowded market.

The case examines how market trends and competition in the global airline industry have driven recent developments in the commercial aircraft industry. Continued growth of low-cost carriers and industry downturn since September 11 have created a demand for smaller, more efficient regional jets and a gap between capacity and demand for planes in the 70- to 120-seat range. As a primary player in the regional jet segment, Embraer has developed a new aircraft family to serve the 70- to 120-seat market more efficiently and fill in the gap. Meanwhile, Bombardier, its major competitor in the regional jet market, announced it would develop a CSeries of aircrafts with unmatched operating efficiency to outperform Embraer's jets. Students must decide how Embraer should respond to Bombardier's CSeries challenge and whether Airbus and Boeing, the two largest aircraft makers in the world, would be likely to respond and, if so, how.

This note provides a guide for exploring interfirm rivalry through the dyadic lens and for predicting competitive responses using the awareness-motivation-capability perspective, with the goal of expanding strategists' understanding and management of competitive engagements at the most basic level. Competitive dynamics is the analysis of competition at the action and response level to predict how a firm will act or react against opponents. Understanding engagements at this level is essential because this is where firms enact their strategies, test their opponents' mettle and capabilities, defend their reputations, and signal their toughness--that is, where business rivalry occurs. The dyadic or pair-wise approach of competitive dynamics makes possible focused analysis that complements Michael Porter's conventional industry structure and its extension, the strategic groups approach.

The entrance of JetBlue into the Boston area low-cost carrier market in 2004 is viewed as a direct attack on Major airlines and prompts American Airlines to decide whether or not to respond and if so, how to respond. American, already weakened financially, cannot match JetBlue's prices and remain profitable. It must weigh the importance of Boston market in its overall economic picture and the potential responses of other airlines to whatever action it takes. This case reviews the recent economic conditions affecting the airline industry; the business models of the 3 main types of airlines--Major, Low-Cost Carriers, and Regionals--and their strengths and vulnerabilities in terms of recent competitive market conditions; and the economic role airports play. This case is divided into 3 parts: A, B, C. The B case involves American's counter-attack--a free ticket promotional offer from American on the day JetBlue opens. The C case discusses the responses of other airlines and JetBlue and a preliminary analysis of the fallout: resulting financial and market costs and benefits. See related cases(A case: UV3906; and B case:UV3908).

The entrance of JetBlue into the Boston area low-cost carrier market in 2004 is viewed as a direct attack on Major airlines and prompts American Airlines to decide whether or not to respond and if so, how to respond. American, already weakened financially, cannot match JetBlue's prices and remain profitable. It must weigh the importance of the Boston market in its overall economic picture and the potential responses of other airlines to whatever action it takes. This case reviews the recent economic conditions affecting the airline industry; the business models of the 3 main types of airlines--Major, Low-Cost Carriers, and Regionals--and their strengths and vulnerabilities in terms of recent competitive market conditions; and the economic role airports play. This case is divided into 3 parts: A, B, C. The B case involves American's counter-attack--a free ticket promotional offer from American on the day JetBlue opens. The C case discusses the responses of other airlines and JetBlue and a preliminary analysis of the fallout: resulting financial and Market costs and benefits. See related cases (A case: UV3906; and C case: UV3909).

JetBlue will begin flying out of Boston's Logan Airport-and American Airlines was feeling the heat. JetBlue was growing eight times faster than Southwest Airlines, the longtime leader among low-cost carriers, and the rapidly expanding low-cost segment of the industry-30% of all U.S. flights, projected to rise to 40% by 2006-presented an increasing challenge to the "major" airlines. For American, JetBlue's entrance into Boston via Logan signaled a moment of reckoning. Should the airline opt for a standard competitive response, such as price reductions and frequent flyer programs? Should it take on JetBlue at Logan only, or across all the markets where it would compete with the low-cost challenger? American must weigh the importance of the Boston market in its overall economic picture and the potential responses of other airlines to whatever action it takes. This case reviews the economic conditions affecting the airline industry; the business models of three main types of airlines-major, low-cost, and regional-and their strengths and vulnerabilities in terms of recent competitive market conditions. The B case involves American's counter-attack and the C case the responses of other airlines and JetBlue, including an examination of the resulting financial and market costs and benefits.

This case from a three-case series that includes S-0110 and S-0111 explores competitive strategies in a mature industry within the context of the Asia-Pacific region and is appropriate for use in competitive dynamics, international business, or business strategy courses. The state-owned Port of Singapore Authority wanted to become the World's Port of Call. The port of Singapore was one the world's busiest and a model of efficiency and operational excellence. But, by the end of 2001, it had lost two key customers to an emerging competitor, the port of Tanjung Pelepas (PTP), in neighboring Malaysia. In 2002, the Chinese shipper COSCO Pacific was considering a shift to PTP. By 2003, the port of Singapore had laid off staff and tried to explain the reasons behind the layoffs.

Across industries, both Chinese and Western managers report that their primary difficulty doing business with each other stems from poor communication. Since Chinese and Western business customs and etiquette greatly differ from one another, it is of fundamental importance that both groups of business people work to develop some understanding of these differences and of how their behavior may be interpreted. This note introduces readers to some primary differences between Chinese and Western methods of communication, and suggests strategies for communicating effectively while respecting cultural differences. While, to some degree, any introductory exposition of a culture is necessarily based upon a particular perspective, the generalities contained within this note are meant to serve as a starting place for understanding how Chinese-Western communications may be facilitated. Both Chinese and Western managers would be well served to learn to balance the individual behaviors they observe with the generalities offered here.