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Hemant Luthra, Chairman and Arvind Mehra, Executive Director and CEO, Mahindra Aerospace needed to examine the prospects of the aerospace industry in India and decide on the organization's growth strategy. Mahindra Aerospace was a leader among private sector organizations in India that, in addition to building capacity outside the country, had established manufacturing capacity in India for the aerospace industry. The top executives needed to take stock of how the situation had evolved since its entry into the industry to decide on the next major strategic moves. Luthra and Mehra had to decide the next major strategic moves for the company. The Mahindra Group had already established some relevant capabilities, and Mahindra Aerospace added some focused capabilities by acquisitions, and was well-poised to participate in engineering design, and also be a supplier to some majors. With strong technological capabilities relative to other new players and a relative cost advantage over traditional American and/or European players, Mahindra hoped to be able to chart a strategy that allowed them to move up the value chain. However, the top executives were sensitive to the unique features of the sector - long gestation periods for product development and production and high volatility in the market. Hence, prudent capital investment decisions were very critical for the long-term health of the organization.

Executing Strategy introduces the principles of effective strategy implementation. The Reading emphasizes the interdependence of strategy formulation and execution in achieving and sustaining superior competitive performance. It discusses why organizations must sometimes shift their strategies and identifies reasons that strategies often fail. It argues that organizational ambidexterity and dynamic capabilities are required to execute strategies successfully. The main reading then develops an approach that emphasizes the congruence framework and its building blocks. It concludes by highlighting the need for ambidextrous leaders. Executing Strategy also contains three supplemental readings. The first examines ambidexterity and congruence at IBM under Louis Gerstner. The second considers the Balanced Scorecard as an alternative framework for strategy execution. The third discusses the role culture in strategy execution at NUMMI, the joint venture between General Motors and Toyota.

Marriott, GE, and other traditional companies are finding opportunities to join the so-called collaborative economy--the space best known for start-ups such as Airbnb and Uber. In the process, they are conducting ambitious experiments aimed at fundamentally reevaluating their business models.

In 2010, General Electric launched an investigation into how multinational corporations (MNCs) were adapting to rural emerging markets. A team of 33 executives and three academics examined models ranging from Toyota' s vehicle servicing program in East Africa to Nokia' s localized mobile handset financing in India to Egis Pharmaceuticals' worker retention incentives in Eastern Europe. The project included 15 case studies from India, China, Africa, and Eastern Europe. This article presents common tactics that these MNCs have used to successfully adapt to rural markets in emerging regions across five key organizational functions: product development, distribution, service, financing, and human resources.

LevelUp's mobile payments service lets users scan a smartphone barcode rather than swipe a credit card. Will consumers embrace the service? Will merchants? LevelUp considers adjustments to make the service attractive to both consumers and merchants, while trying to accelerate deployment at reasonable cost.

The case tells the story of Chef Ferran Adrià and describes the transformation of elBulli, a renowned Michelin three-star restaurant located in Spain's Costa Brava, since the restaurant's opening in 1961 until its closing in 2011. Why would Ferran Adrià close elBulli? Was the iconic restaurant yet another financial crisis victim? Had the chef and his team tired of success or run out of creative juices, unable to keep up with the hectic innovative pace required to create new, ground-breaking menus year after year? What else could have possibly driven Adrià to turn away from the restaurant's huge, untapped demand, with some two million reservation requests a year and a seating capacity for 8,000? Why would he risk turning this "gastronomic success" -a restaurant that had been named the world's best restaurant five times- into a foundation yet to be formulated and shaped?

The Châteauform' case describes how Jacques Horovitz founded a unique concept in the saturated hotel and seminar market that existing hotel chains find difficult to copy and conquer. The case outlines why the new company has entered that market successfully and how Horovitz grew this concept by copying his success formula in other countries and for different target groups. Permanent questioning and reinvention were keys to the sustainability of Châteauform', which maintained the agility and nimbleness of a startup even though it had grown to a company with revenues exceeding €100 million and almost 1,000 employees. Key to the success of the Châteauform' model are some very original solutions to classic supply chain management quagmires in the service industry. The case describes how Horovitz successfully managed this growth. It is a good illustration of how to implement a strategy built on customer centricity and customer intimacy. An interesting element of this case study is the emphasis on managing by values rather than rules and on realigning the whole value chain to make sure the value creation is indeed managed at the customer level, forcing a corporate structure that is very innovative.

Supplement to case IMD761.

Tel Aviv-based Diskit Khartsan Ltd. sold sprays, traps, and netting to combat Blatta lateralis, the Israeli flying cockroach. The insect, slightly over one inch (2.54 cm) long and capable of flying short distances, was noisy, unsightly, and posed a risk of food contamination. Every heat wave brought more infestations, and consumers across the Mediterranean armed themselves with Diskit's HLHâ„¢ brand products. HLH products generated nearly two-thirds of Diskit's annual revenues. During periods of low demand, local retailers resisted devoting significant shelf space to the bulky products, which meant that during periods of high demand stockouts occurred frequently and Diskit lost sales. To address this problem, the company had implemented a trust receipts program that raised prices for retailers by 3 percent but allowed them to take Diskit products onto their balance sheets without payment until the products were sold.

OpenTable considers adjustments to increase its benefits to merchants, including a novel payments service that lets customers skip the multi-step process of using a credit card.

Reed Hastings founded Netflix to provide a home movie service that would do a better job satisfying customers than the traditional retail rental model. But as it encountered challenges it underwent several major strategy shifts, ultimately developing a business model and an operational strategy that were highly disruptive to retail video rental chains. The combination of a large national inventory, a recommendation system that drove viewership across a broad catalog, and a large customer base made Netflix a force to be reckoned with, especially as a distribution channel for lower-profile and independent films. Blockbuster, the nation's largest retail video rental firm, was initially slow to respond, but ultimately rolled out a hybrid retail/online response in the form of Blockbuster Online. Aggressive pricing pulled in subscribers, but at a price to both it and Netflix. But a new challenge was on the horizon - the rapid growth of the company's online streaming service, which had a very different business model. Hastings' efforts to separate the activity into two separate companies met with strong pushback from consumers and the press. What was the best path forward?

The American Airlines in 2011 case was developed to provide a setting for the comparative analysis of two very different business models in the U.S. domestic airline industry-the network carrier and the low cost carrier (LCC). These models offer very different value propositions. Firms allocate resources into distinctively different processes, and they earn returns using parallel but different profit models. Yet while most scholars view the LCC model as disruptive, the two different models have been able to co-exist for over forty years, albeit with substantial evolution. By unpacking how one of the major network carriers was able to evolve its model successfully for such a long time before industry structural changes necessitated a radical overhaul, the cases seek to give students insights into how the different business models were established, how competitive forces have driven their evolution, and the importance of constantly evolving and tuning a firm's model.

This industry note provides an extensive overview of the wireless communications industry in China at the end of 2012. At the time China had over 1.1 billion mobile subscribers, and the country was predicted to have 500 million smartphones in use by the end of 2013. The note discusses the industry's value chain (carriers, device manufactures, component providers, content and applications providers, and telecom equipment providers), and the role of the Chinese government in the industry's evolution. The note also presents the strategic positioning and business models of China's three main carriers (China Mobile, China Unicorn, and China Telecom), and of the major international and domestic handset manufacturers, including Samsung, ZTE, Nokia, Apple, Lenovo and Huawei. In addition, the note covers the strategic positioning of the main chipset suppliers in the Chinese wireless market: Qualcomm, MediaTek, Samsung and Intel.

Wok is a restaurant chain founded in Bogotá in 1998. By 2011, Wok was on its path to becoming the first "green" restaurant chain in Colombia, following its strategic decision to integrally incorporate social and environmental dimensions into its value chain. At that point, consolidating its position as the leader in sustainability required more than philanthropic decisions from senior managers. How far should that transition progress? To what extent could Wok mobilize industry players without jeopardizing its competitive positioning? Did transition benefits outweigh costs? Were the risks worthwhile?

The case describes how a leading Chinese management software provider Yonyou (formerly known as "UFIDA") disrupted its value chain-based business model to transform itself into a platform provider. The case describes Yonyou's past success, the market forces and internal reasons for the change, and what Yonyou did internally to make the transformation happen. In (2013) when the new strategy was launched, Yonyou faced typical problems as it transformed into an Internet-based platform company. These included: Capitalizing on its past strengths to support the new models; simultaneously both changing its business model and stabilizing its business in a stressed industry; attracting and retaining new staff without incurring serious cultural dilution.

Darden Restaurants is an $8.6-billion company with eight brands, more than 2,100 restaurants, and over 200,000 workers, serving more than 400 million meals a year. The company has a solid diversity and sustainability track record. Still, in this case, the protagonist is seeking ways to improve upon Darden's practices in these areas to cement the company's place in the public's collective mind as a diversity and sustainability leader while bolstering its bottom line. Students are asked to place themselves in Darden President and COO Andrew Madsen's shoes and develop strategies for executing and improving on existing practices that will allow the company to save money, ensure a steady flow of resources, improve financial performance, and create shareholder value.

More than a decade after the high-profile failures of several early online grocers, grocery remains the largest single U.S. retail category and one of the few that has not yet migrated online. Amazon began testing its grocery-delivery service, AmazonFresh, in Seattle, in 2007; five years later, the company has made significant progress. The case traces the evolution of AmazonFresh's business model and describes the operating capabilities necessary to compete with brick-and-mortar supermarkets like Wal-Mart and Safeway and with new digital grocery startups. Now Amazon needs to decide on AmazonFresh's next step. Should the company continue refining its business model in Seattle or expand to another city? What factors should it take into account when planning its next move?

KaraikalPort Private Limited (KPPL) was a special purpose vehicle created by MARG on February 18, 2006 to develop Karaikal port. According to the concession agreement signed for a period of 30 years, KPPL was given rights to Karaikal port on a Build, Operate and Transfer (BOT) basis. It was to build the port in three different stages, based on short term, midterm and long term demand. By August 22, 2011, it has completed construction of phase I and phase II of the port. Though the project had not faced any major problems in its development, there were issues such as restriction on availability of land for any future expansion, limited scope of hinterland businesses, small scale environmental issues and others that needed to be addressed for a positive future development of the port.

In 2013 Sharp Electronics shareholders expressed their outrage in the face of the company's unmet technological challenges, plunging share price, and governance missteps. To turn Sharp around, President Kozo Takahashi would be forced to undo decisions that his predecessors had made and break with past traditions concerning Sharp's corporate governance. Would Takahashi be successful in steering Sharp away from insolvency and towards a more competitive position in the worldwide consumer electronics industry?

Companies that invest heavily in R&D are often torn between emerging technologies, wondering which will win in the marketplace and is therefore the one to develop (remember VHS versus Betamax). Conventional wisdom suggests there's a steep price for getting it wrong. But new research shows that betting on a losing technology and then switching to the winner can position a company to come out ahead, because it forces a steep learning curve.