Strategy Reading: Setting Aspirations—Mission, Vision, and Values

Ramon  Casadesus-Masanell

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Other Teaching and Training Material | 2014

Strategy Reading: Setting Aspirations—Mission, Vision, and Values

by Ramon Casadesus-Masanell

Abstract

"Setting Aspirations-Mission, Vision, and Values" introduces students to the concepts of organizational aspirations and the link to strategy. The Reading presents a framework for analyzing aspirations, discusses the differences between mission and vision, and uses industry examples to explore how mission and vision form a firm's strategy. It also addresses general misconceptions about organizational aspirations.

Language: English

Format: Print

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Citation:

Casadesus-Masanell, Ramon. "Strategy Reading: Setting Aspirations—Mission, Vision, and Values." Core Curriculum Readings Series. Boston: Harvard Business Publishing 8114, 2014.

About the Author

Ramon Casadesus-Masanell

Herman C. Krannert Professor of Business Administration

Strategy

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Case | HBS Case Collection | December 2019

Walmart Ecommerce (A): Picking up the Pace

Ramon Casadesus-Masanell and Karen Elterman

This case is an abridged version (part 1 of 2) of "Walmart's Omnichannel Strategy: Revolution or Miscalculation?" HBS Case 720-370. The (A) case discusses Walmart's early forays into online retail, as well as improvements made under Doug McMillon beginning in 2014. The case describes Walmart’s physical stores, delivery options, grocery business, online marketplace, and distribution system. It also discusses the ecommerce startup Jet.com, which Walmart was considering purchasing in 2015. The case poses the question: How could Walmart best use its existing resources to compete against major ecommerce players like Amazon? Should it focus on its in-store business, build up its web-to-store capabilities, or compete head-on with pure ecommerce players in web-to-home sales? Alternatively, should it consider an omnichannel strategy, attempting to grow all these aspects of the business at once?

Keywords: Acquisition; Strategy; Online Technology; Distribution; Distribution Channels; Competition; Retail Industry; Bentonville; Arkansas; United States;

Citation:
Casadesus-Masanell, Ramon, and Karen Elterman. "Walmart Ecommerce (A): Picking up the Pace." Harvard Business School Case 720-425, December 2019. View Details

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Case | HBS Case Collection | December 2019

Walmart Ecommerce (B): Omnichannel Pursuits

Ramon Casadesus-Masanell and Karen Elterman

This case is an abridged version (part 2 of 2) of "Walmart's Omnichannel Strategy: Revolution or Miscalculation?", HBS Case 720-370. The (B) case describes Walmart’s omnichannel strategy in 2018 as it battled Amazon for online retail market share. Walmart aimed to integrate its enormous brick and mortar footprint with its growing ecommerce business, e.g., through merchandise and grocery delivery and order online, pickup in store options. It also followed a two-part acquisition strategy that included specialty retailers such as Shoes.com and digitally native vertical brands that developed their own products and sold them directly to consumers, such as ModCloth and Bonobos. In 2016, it acquired the ecommerce retailer Jet.com. In addition to building its online marketplace, Walmart hoped to leverage its existing assets, such as its massive network of retail stores and thriving grocery business, in the fight against Amazon. The case poses the question: Could Walmart successfully compete against Amazon and other online retailers in areas such as grocery delivery, product selection, shipping costs, and delivery times?

Keywords: Acquisition; Strategy; Online Technology; Distribution; Distribution Channels; Competition; Retail Industry; Bentonville; Arkansas; United States;

Citation:
Casadesus-Masanell, Ramon, and Karen Elterman. "Walmart Ecommerce (B): Omnichannel Pursuits." Harvard Business School Case 720-426, December 2019. View Details

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Case | HBS Case Collection | December 2019

Steemit: A New Social Media?

Ramon Casadesus-Masanell, Alexander White and Karen Elterman

This case discusses the alternative social media site Steemit, including the principles it was founded on in 2016 and the challenges it faced in 2019. Steemit was a blockchain-based platform that aimed to differentiate itself from other social media companies by returning power to its users, rather than centralizing control among company executives. Steemit rewarded its users with cryptocurrency for posting, commenting on, and upvoting content on the site. Although it championed itself as a bastion of free speech, in January 2019, it banned a user for soliciting funds in exchange for the release of conspiracy-theory-related documents. This ban called into question the degree to which Steemit was willing to exert control over the content posted to its site. In addition to these censorship issues, Steemit’s developers had to weigh a number of strategic considerations about the future of the site. Questions they faced included how to avoid alienating potential users with Steemit’s complex features (such as its intricate payment system) and how to prevent certain users (e.g., those who had been kicked off of other sites) from becoming overly dominant on its platform.

Keywords: Decision Making; Decisions; Voting; Economic Systems; Money; Fairness; Values and Beliefs; Goals and Objectives; Market Platforms; Product Design; Design; Problems and Challenges; Network Effects; Motivation and Incentives; Social and Collaborative Networks; Reputation; Business Strategy; Competition; Online Technology; Entertainment and Recreation Industry; United States; Virginia; New York (city, NY);

Citation:
Casadesus-Masanell, Ramon, Alexander White, and Karen Elterman. "Steemit: A New Social Media?" Harvard Business School Case 720-428, December 2019. View Details

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Strategy Reading: Setting Aspirations—Mission, Vision, and Values

Abstract

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About the Author

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