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In 2012, All Nippon Airways diversified into Japan's emerging low-cost carrier market by launching two new low-cost carriers: Peach Aviation and AirAsia Japan. After one year, Peach Aviation experienced financial losses and operations failures; after two years, the company announced cancellation of many flights. The second carrier, AirAsia Japan, ended its operations in 2013, and was later restructured as Vanilla Air, a wholly-owned subsidiary of All Nippon Airways. Why was a highly successful flag and legacy carrier unable to successfully run a low-cost carrier in Japan?

In 2012, All Nippon Airways diversified into Japan’s emerging low-cost carrier market by launching two new low-cost carriers: Peach Aviation and AirAsia Japan. After one year, Peach Aviation experienced financial losses and operations failures; after two years, the company announced cancellation of many flights. The second carrier, AirAsia Japan, ended its operations in 2013, and was later restructured as Vanilla Air, a wholly owned subsidiary of All Nippon Airways. Why was a highly successful flag and legacy carrier unable to successfully run a low-cost carrier in Japan?

In 2015, Renault-Nissan Alliance (RNA) launched four convergence projects in four key functions (research and development, manufacturing and logistics, purchasing, and human resources). The projects required the two independent entities, Renault and Nissan, to increase collaboration and integration to strengthen economies of scale, and thus reduce costs in order to better compete globally in both developed and emerging markets. However, as the alliance increased the level of integration and opened possibilities for inviting new partners, it also increased the time and resources needed to reach joint strategic decisions between the two companies. RNA had many difficult decisions to make with respect to moving forward — not least of which involved finding an eventual replacement for the alliance’s 61-year-old chief executive officer.

Renault-Nissan Alliance (RNA) launched four convergence projects in four key functions (research and development, manufacturing and logistics, purchasing, and human resources). The projects required the two independent entities, Renault and Nissan, to increase collaboration and integration to strengthen economies of scale, and thus reduce costs in order to better compete globally in both developed and emerging markets. However, as the alliance increased the level of integration and opened possibilities for inviting new partners, it also increased the time and resources needed to reach joint strategic decisions between the two companies. RNA had many difficult decisions to make with respect to moving forward - not least of which involved finding an eventual replacement for the alliance's 61-year-old chief executive officer.

Founded in 1889 in Kyoto, Japan, Nintendo has always operated in the entertainment business, beginning with playing cards and, in the 1970s, entering the electronics and video game industry with a small handheld console. By investing in innovation to ensure continuing delivery of new recreational experiences, Nintendo was dominant until the mid-1990s when the two multinational giants, Sony and Microsoft, entered the market with large investment capital and promotional campaigns. Nintendo competed with these new challengers, but its Wii U and 3DS systems, launched in November 2012, met with little success. In 2014, the company faces many questions as it looks to move forward. Has it lost its innovative edge? Were its strengths in human resources and research and development not being leveraged to their full potential? Can the new strategic directions — to revitalize existing products, take advantage of smart devices, actively utilize existing character IPs and expand into other new markets and other new business areas — successfully revive the traditional dominant position of Nintendo in the game industry? Should it pursue strategic alliances or mergers and acquisitions to acquire required resources and competencies from outside to invest in product and market diversification?

Founded in 1889 in Kyoto, Japan, Nintendo has always operated in the entertainment business, beginning with playing cards and, in the 1970s, entering the electronics and video game industry with a small handheld console. By investing in innovation to ensure continuing delivery of new recreational experiences, Nintendo was dominant until the mid-1990s when the two multinational giants, Sony and Microsoft, entered the market with large investment capital and promotional campaigns. Nintendo competed with these new challengers, but its Wii U and 3DS systems, launched in November 2012, met with little success. In 2014, the company faces many questions as it looks to move forward. Has it lost its innovative edge? Were its strengths in human resources and research and development not being leveraged to their full potential? Can the new strategic directions - to revitalize existing products, take advantage of smart devices, actively utilize existing character IPs and expand into other new markets and other new business areas - successfully revive the traditional dominant position of Nintendo in the game industry? Should it pursue strategic alliances or mergers and acquisitions to acquire required resources and competencies from outside to invest in product and market diversification?