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• Case | HBS Case Collection | June 2019 (Revised September 2019)

  Parrot: Navigating the Nascent Drone Industry

  Rory M. McDonald, Emilie Billaud and Vincent Marie Dessain

  In 2018, Henri Seydoux, CEO and Founder of Parrot, believed that his company was at an inflection point in its history. Parrot had been a European leader in consumer electronics since the 1990s, first developing Bluetooth kits for cars before moving on to electronic toys and, significantly, the AR Drone in 2010 — a remote-controlled quadcopter that was way ahead of its time. In the years that followed, Parrot’s sales volumes and popularity quickly increased. But new players were entering the market. Giant Chinese rival DJI, in particular, aggressively lowered its prices, forcing weaker companies out of the market. If Parrot was to survive the shakeout, Seydoux would have to figure out how to compete in an industry where even well-capitalized companies were collapsing. The questions that he faced were both strategic and urgent. Where to compete and how to win?

  Keywords: Forecasting and Prediction; Disruption; Entrepreneurship; Corporate Strategy; Technological Innovation; Leading Change; Competitive Advantage; Technology; Competitive Strategy; Consumer Products Industry; Electronics Industry; Entertainment and Recreation Industry; Motion Pictures and Video Industry; Technology Industry; Video Game Industry; Europe; France; Paris;

  Citation:

  McDonald, Rory M., Emilie Billaud, and Vincent Marie Dessain. "Parrot: Navigating the Nascent Drone Industry." Harvard Business School Case 619-085, June 2019. (Revised September 2019.)  View Details

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• Case | HBS Case Collection | March 2005 (Revised August 2019)

  Cisco Systems: Managing the Go-to-Market Evolution

  V. Kasturi Rangan

  With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco's entry into new markets and technologies.

  Keywords: Change Management; Design; Business Cycles; Growth and Development Strategy; Marketing Channels; Marketing Strategy; Market Entry and Exit; Business Strategy;

  Citation:

  Rangan, V. Kasturi. "Cisco Systems: Managing the Go-to-Market Evolution." Harvard Business School Case 505-006, March 2005. (Revised August 2019.)  View Details

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• Case | HBS Case Collection | February 2011 (Revised August 2019)

  Hindustan Unilever's 'Pureit' Water Purifier

  V. Kasturi Rangan and Mona Sinha

  The case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.

  Keywords: Multinational Firms and Management; Marketing Strategy; Product Launch; Product Development; Social Enterprise; Competitive Strategy; India;

  Citation:

  Rangan, V. Kasturi, and Mona Sinha. "Hindustan Unilever's 'Pureit' Water Purifier." Harvard Business School Case 511-067, February 2011. (Revised August 2019.)  View Details

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