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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  ASUSTeK and the Google Nexus 7 Tablet

  Willy C. Shih and Jyun-Cheng Wang

  Days after Jerry Shen introduced a new tablet computer at the Consumer Electronics Show, a Google meeting convinced him to go with a lower price point and co-branding as the Nexus 7. While his company would have a premier position at launch, companies like Samsung posed a large competitive threat. He also knew he would sell more of the Android-powered tablets at the lower price, but how would he make money? The case explores the challenges of innovating in the Android value network in which firms specialized in only one part of the value chain, yet collectively they had to compete with a more vertically integrated Apple and its iPad. The case is intended to be part of a discussion on modularity and industry structure.

  Keywords: Nexus; google; ASUSTeK; Android; Tablet; Kindle; Kindle Fire; notebook computers; ODM; Apple; price point; App Store; ecosystem; Open Handset Alliance; reference design; iPad; EMS; electronic manufacturing services; smartphone; Innovation and Management; Innovation Strategy; Technological Innovation; Product Marketing; Product Launch; Product Positioning; Industry Structures; Product Design; Product Development; Business Strategy; Competitive Strategy; Mobile Technology; Technology Platform; Information Technology; Online Technology; Computer Industry; Information Technology Industry; Technology Industry; Taiwan; United States;

  Citation:

  Shih, Willy C., and Jyun-Cheng Wang. "ASUSTeK and the Google Nexus 7 Tablet." Harvard Business School Case 613-056, May 2013. (Revised from original November 2012 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Digital Microscopy at Carl Zeiss: Managing Disruption

  Willy Shih

  Ulrich Simon, the head of the Microscopy business group at Carl Zeiss AG knew that his unit was facing a disruptive threat, so he chartered a special team to tackle the industrial segment. Given a high degree of autonomy, the project team developed an understanding of the marketplace challenge and proceeded to develop and execute on a new business plan. Simon gave the team ample freedom to develop new processes and priorities appropriate to the market segment needs, but he couldn't help but wonder whether it would continue as a stand-alone unit or he would need to reintegrate it into the mainline business. He also was nervous about the plan itself. The team had established timelines and milestones, but now they had to execute and deliver their first product next year.

  Keywords: modularity; High technology products; emergent strategy; Product lines; Corporate Strategy; Technology Platform; Disruptive Innovation; Technology Industry; Germany;

  Citation:

  Shih, Willy. "Digital Microscopy at Carl Zeiss: Managing Disruption." Harvard Business School Case 613-039, April 2013. (Revised from original September 2012 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2013 version)

  The LEGO Group: Publish or Protect?

  Willy C. Shih and Sen Chai

  Senior managers at the LEGO Group are faced with a quandary: Should they patent inventions coming out of their manufacturing process development work, should they keep them as trade secrets, or should they publish them so that they would go into the public domain and nobody else could patent them? They wish to preserve their freedom to practice, but they are very concerned about competitors' ability to benefit from LEGO Group's R&D investments or alternately interfere with its freedom to operate. The case frames important intellectual property issues around appropriability and strategy.

  Keywords: Plastics; injection molding; toys; LEGO; LEGO Group; Tools; Additive Manufacturing; 3D Manufacturing; Toolmaking; intellectual property; Patenting; patents; Spillovers; Knowledge Spillovers; Change; Trends; Engineering; Machinery and Machining; Intellectual Property; Patents; Operations; Production; Strategy; Corporate Strategy; Technology Adoption; Technology Platform; Consumer Products Industry; Manufacturing Industry; Technology Industry; Europe; Denmark;

  Citation:

  Shih, Willy C., and Sen Chai. "The LEGO Group: Publish or Protect?" Harvard Business School Case 613-079, March 2013. (Revised from original February 2013 version.)

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