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Epilogue to case W93C73.

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.

In 2013, Aldi-the world's 8th largest retailer-planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart's home market?

Patagonia produces high-quality environmentally friendly garments that command significant price premiums. In Spring 2010, Patagonia rolled out a new, radical environmental initiative called "Product Lifecycle Initiative" (PLI), which was committed to lengthening the lifecycle of each product and reducing landfill waste. This case provides an update on Patagonia's PLI as well as on other company environmental and social commitments.

"Introduction to Strategy" provides a comprehensive overview of the strategy discipline and introduces the building blocks of strategy by providing overviews of fundamental conceptual frameworks. Readers will learn how firms decide where to compete by exploring the business landscape and the structural forces that shape competition. This Reading will also present alternative perspectives on strategy.

"Industry Analysis" is intended to familiarize readers and executives with the core concepts in industry analysis. Readers learn why the Porter forces framework is a valuable tool for understanding industry structure and how to perform one. This Reading will also address criticisms and limitations of the framework.

"Competitive Advantage" introduces core concepts in competitive advantage including value creation and distribution, added value, and willingness to pay and supplier opportunity cost. The Reading explores how a firm's unique activities directly relate to establishing competitive advantage. Readers also learn how to analyze a firm's value proposition. The latest revision (June 2022) features updated examples and figures throughout the reading. The overall framework is unchanged. The example that opens the reading has been updated significantly, with newly acquired data (2005-2021), and now focuses on Lilly and Air Canada, replacing the original analysis of Merck and US Steel. Learn more: https://bit.ly/strategycc-guide

Narrates the story of Emirates, an airline founded in 1985 in Dubai that by 2013 was among the three largest commercial airlines in the world. The case emphasizes how Emirates capitalized on its location-a small city-state strategically located to reach ¾ of the world population in a flight of less than eight hours-to build a fast-growing and profitable hub-based business model. The case details how Emirates' chooses new routes, technology, and equipment and manages its human resources, marketing and branding, and government relationships-together forming an internally consistent strategy that capitalizes on opportunities across geographic markets. Importantly, students are asked to evaluate if the airlines' strategy will be sustainable as Emirates faces technical and political challenges to expand and must compete with numerous new players from the Middle East.

Set in 2009, the (A) case explores whether Amgen, a leading innovator of biotech-based drugs, should enter the emerging business of biosimilars (BS), which are essentially 'me-too' products. There appear to be sound reasons to explore this related diversification: innovation is getting harder, regulators are intent on encouraging BS, and Amgen needs renewed growth. But the possibility sparked a strong negative reaction within Amgen, not least because it contravened Amgen's mission. Internal debate was exacerbated by the presence of considerable uncertainty over the regulatory requirements for BS development and how difficult it would be to develop a BS. Some felt it played to Amgen's strengths, others felt that Amgen lacked critical capabilities. Many felt there was simply no need for any change in strategy at all. To navigate through this morass, Amgen needed clear strategic thinking. Amgen set out to see if an objective business case for entry could be built. This involved settling on a set of most likely assumptions, quantitatively estimating likely revenue and profitability, testing out sensitivity to assumptions using scenarios, and assessing the main risks of entry and of staying out. The analysis provided strong support for entry subject to the key assumptions. The (A) case also invites students to think through how CEO Kevin Sharer should handle a positive entry decision given the divided opinions across the senior management team.

The (B) case reveals that Sharer decided that Amgen should the emerging biosimilars business. However, he took the better part of a year to syndicate the decision across the senior team while in parallel investing in some time-critical process development. The (B) case then focuses on how the new business should be implemented, particularly in terms of integration versus separation of a new business unit, choice of unit leader, and whether Amgen should partner with a third party to gain access to skills or resources.

In April 2013, Jeanne Beliveau-Dunn, vice president and general manager for Learning@Cisco Systems, was planning the future of the Cisco Learning Network, an online platform hosted at Cisco.com. Since its launch in 2008, the Cisco Learning Network provided content to prepare networking professionals for certification exams, as well as social functionalities to let users interact with each other. To help realize the company's vision for "The Internet of Everything (IOE)," a world where nearly all physical objects, places, people, and processes were connected through the Internet, Cisco estimated that 75 to 90% of all IT workers needed to be re-skilled. The Cisco Learning Network played an important role in that process, helping to train networking professionals to design, build, and manage more complex networks. Aware of just how much was riding on the success of the learning platform, Beliveau-Dunn needed to decide whether to invest heavily in content-and have Cisco employees post videos, tutorials, and study guides to the site-or invest in more social networking tools to enable the community to produce content and help one another master the material in preparation for new certifications.

In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category-the smartphone-immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?

Henry Schein Inc., a distributor of supplies to dentist, physician, and veterinary practices, had sales approaching $9 billion and employed nearly 16,000 people. The company had experienced impressive growth under the leadership of Stanley Bergman and his executive team, many of whom had been with Schein for decades. Besides organic growth, the company relied heavily on acquiring small family-owned businesses to grow, both inside the U.S., and abroad. Bergman and his team invested a great deal of their time on building and sustaining a culture based on care and respect and considered it pivotal to the company's success and a key competitive advantage.</p><p> The case explores the principles behind Schein's culture and presents challenges to maintaining the culture as the company continues to expand internationally, including its goal to be the first national distributor of dental supplies in China. At the same time, Schein was evolving from being primarily a logistics company with a value-added services component to becoming a company with a primary focus on value-added services and the sale of specific products that the company might need to manufacture directly.</p><p> As Schein moved into new market segments and new executives were brought in, a new challenge to the culture would be posed.

The case opens with Sheryl Sandberg finding herself in the role of chief operating officer for Facebook alongside the 28 year-old Founder/CEO, Mark Zuckerberg. She just watched Zuckerberg deliver a keynote speech about the company's latest product, Graph Search, which empowers users to search the social network for specific information regarding their connections.

Elon Musk's reputation as a serial entrepreneur has people wondering what will happen with his current focus, Tesla Motors. In the heavily-fragmented, alternative fuel vehicle industry, Tesla has established itself as the leader in all-electric car technology. Despite the Tesla Model S being named the Motor Trend 2013 Car of the Year and a soaring stock price, Tesla faces many challenges going forward.

Tim Cook took over as CEO of Apple, Inc. in August of 2011 after the resignation of the legendary Steve Jobs. Though Jobs left big shoes to fill, Cook saw early success with the launch of the iPhone 5 and the continued adoption of the iPad tablet computer. Apple's market cap peaked a year later in September of 2012. But as competitors gained parity with their software and electronics, Apple's market cap declined from $650 billion to $370 billion.

Jeff Hawkins, founder of Palm Computing, wants software that "thinks" like the human brain. His latest company, Grok, has developed "Hierarchical Temporal Memory" (HTM), a cutting-edge pattern-recognition software that functions as the human brain does. Hawkins struggles with how to license Grok's software while protecting Grok's intellectual property.

This note provides criteria to evaluate the power of a platform-mediated network. For a company considering building such a network or an investor considering funding such an effort, this analysis reveals the scope and desirability of the opportunity. Meanwhile, for a company doing business with such a network, as a supplier or as a customer, this note provides strategies to shift the split of surplus to the company's benefit.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 1, Human Capital (24 pages), examines the three basic aspects of personality: intelligence, values, and "conative" energies. Drawing from popular research, he reviews Howard Gardner's work on multiple intelligences and how these come into play in the workforce. He explains how a person's values guide his or her actions and provides an exercise to help the reader identify his or her own core values. Through analysis of the Disney brand, he shows the impact of values on business strategy. He explains Kathy Kobe's research on striving instincts, or conation, to explain how people make decisions, solve problems, and take action. He presents three questions to guide managers in applying this information to a business setting.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 2, Social Capital (24 pages), explores the people and relationships that impact a business, including family, friends, clients, vendors, and associates. The author explains how relationships are defined by values and that strong bonds are formed when people have either shared or complementary values. He explores the concept of stickiness in social capital, or the ability of one person to correctly infer another's intention, and how this provides benefits to a business. He presents three strategies for creating and preserving social capital, including managing casual relationships, being aware of boundaries with different categories of people, and using social media appropriately. He ends the chapter with practical advice on managing social capital.