More from the Author

• Case | HBS Case Collection | August 2017 (Revised May 2019)

  Hilti (A): Fleet Management?

  Ramon Casadesus-Masanell, Oliver Gassmann and Roman Sauer

  This case explores the strategic decision-making process of premium power tools manufacturer Hilti in 1999, when the company was considering implementing a fleet management system in the construction industry. Fleet management would involve a shift from selling power tools to leasing them as a service. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the risk.

  Keywords: Hilti; business model innovation; BMI; fleet management; decision-making; Implementation; power tools industry; Business Model; Restructuring; Transformation; Transition; Customer Value and Value Chain; Customer Focus and Relationships; Construction; Innovation and Invention; Leasing; Strategy; Decision Making; Construction Industry; Switzerland; Liechtenstein; Germany; Austria; Europe; United States; Asia; Brazil; China; Latin America; North America; Africa; Japan; Hong Kong;

  Citation:

  Casadesus-Masanell, Ramon, Oliver Gassmann, and Roman Sauer. "Hilti (A): Fleet Management?" Harvard Business School Case 718-419, August 2017. (Revised May 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | January 2019 (Revised April 2019)

  KITEA (A): Democratizing Furniture in Morocco

  Ramon Casadesus-Masanell and Gamze Yucaoglu

  The case opens in 2013 as Amine Benkirane, founder and CEO of the leading Moroccan furniture company KITEA, contemplates the loss his company has incurred for the first time in its 20-year history. The case then describes KITEA’s origins and provides a detailed overview of the business plan that enabled Benkirane to bring affordable modern furniture in flatpacks to the Moroccan market, which had previously been dominated by unorganized artisans. At the beginning of 2010, KITEA was a market leader with a robust market share of 24%. However, Benkirane read about rumors that IKEA was planning to enter the Moroccan market. The case explores in detail KITEA’s efforts to prepare for the increased competition. In 2013, KITEA found itself in a difficult situation, facing a downturn in the economy, a slowdown in sales, a delayed store opening, and souring creditor sentiment following the news about IKEA’s entry. Would KITEA be able to bounce back and remain competitive when IKEA entered the market?

  Keywords: retail; KITEA; furniture; furniture industry; entry strategy; responding to entry; Localization; competitive interaction; Private Sector; For-Profit Firms; Business Model; Business Strategy; Strategic Planning; Strategy; Competitive Strategy; Adaptation; Corporate Strategy; Competitive Advantage; Retail Industry; Africa; Morocco;

  Citation:

  Casadesus-Masanell, Ramon, and Gamze Yucaoglu. "KITEA (A): Democratizing Furniture in Morocco." Harvard Business School Case 719-420, January 2019. (Revised April 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Article | Journal of Economics & Management Strategy

  Platform Competition: Betfair and the U.K. Market for Sports Betting

  Ramon Casadesus-Masanell and Neil Campbell

  We examine two episodes of strategic interaction in the U.K. betting industry: (i) Betfair (an entrant multi-sided platform or MSP) vs. Flutter (also an MSP) and (ii) Betfair vs. traditional bookmakers. We find that although Betfair was an underfunded second mover in the betting exchange space, it was able to attract punters at a much faster rate than the better-funded first mover, Flutter. Moreover, while Betfair and traditional bookmakers competed aggressively for market share, they also developed a highly complementary relationship that favored all parties. We discuss implications for research in the economics and management of MSPs. Specifically, we argue that the literature would benefit from work that endogenizes platform design and that considers the possible competitive and cooperative interactions between the business models of traditional incumbents and those of potential innovative MSP entrants.

  Keywords: platform design; betting; complements; competing business models; co-opetition; entry; Multi-Sided Platforms; Design; Network Effects; Business Model; Competition; Cooperation;

  Citation:

  Casadesus-Masanell, Ramon, and Neil Campbell. "Platform Competition: Betfair and the U.K. Market for Sports Betting." Special Issue on Platforms. Journal of Economics & Management Strategy 28, no. 1 (Spring 2019): 29–40.  View Details

  CiteView DetailsFind at Harvard Read Now

  Related