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• Case | HBS Case Collection | March 2014 (Revised March 2018)

  Red Bull (A)

  Eric Van den Steen and Carin-Isabel Knoop

  Despite facing giants like Coke, Pepsi, and Budweiser—with obvious potential sources of competitive advantage—Red Bull had established itself as the U.S. market leader in energy drinks. By 2008, however, Red Bull's dominance was challenged as Monster drinks surpassed it in volume. The case considers judo strategy both from the perspective of a small player (when up-start Red Bull faces Coke, Pepsi, and Bud) and as a large player (when market leader Red Bull faces up-start Monster).

  Keywords: Judo strategy; Judo economics; sustainable competitive advantage; imitation; Strategy; Competitive Strategy; Competitive Advantage; Market Entry and Exit; Food and Beverage Industry; United States;

  Citation:

  Van den Steen, Eric, and Carin-Isabel Knoop. "Red Bull (A)." Harvard Business School Case 714-401, March 2014. (Revised March 2018.)  View Details

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• Case | HBS Case Collection | March 2017 (Revised March 2018)

  Reawakening the Magic: Bob Iger and the Walt Disney Company

  David Collis, Ashley Hartman, David Collis and Ashley Hartman

  Mickey Mouse, Snow White, and Buzz Lightyear strolled down Main Street at the grand opening of Hong Kong Disney in the Fall of 2005, pausing to snap selfies with enthusiastic children in their Mickey Mouse ears. Bob Iger, newly appointed CEO of The Walt Disney Company proudly watched the parade go by, but concerned for the future of the global corporation, he turned to colleagues and asked, “How many characters in this parade were created by Disney in the last ten years?” There was one. But the languishing Disney animation department was not the company’s only problem. Disney was under pressure: the company had recently delivered poor financial results; ratings at the ABC network had fallen below competitors; Walt’s nephew, Roy E. Disney, had stepped down from the Board after expressing his displeasure with the direction of the company under Iger’s predecessor, Michael Eisner; and Comcast had made a $54 billion hostile bid to take over Disney only one year before. The situation for Disney looked bleak.
  Yet by December 2015 the tide had turned (Exhibit 1). The much-anticipated Star Wars: The Force Awakens was set to become the highest grossing film ever in the U.S. and earn over $2 billion worldwide. Frozen had just surpassed $1 billion in box office to become Disney animation’s biggest success ever. In live action movies, Disney franchises, like Pirates of the Caribbean and Marvel’s Iron Man, had produced multiple blockbuster hits. ESPN, ABC and other cable and broadcast properties were producing record profits. Attendance was up at Disney parks and cruise ships, while the Shanghai Disney Resort, the company’s third and largest theme park in Asia, was scheduled to open in June 2016. Iger thought back to the Hong Kong Disney parade, reflecting on how far the company had come and the lessons he had learned about reawakening the Disney magic.

  Keywords: strategy; franchise management; brand management; culture change; business units; acquisition strategy; technological change; Disney; ESPN; cord-cutting; media; Bob Iger; Strategy; Corporate Strategy; Competitive Advantage; Diversification; Integration; Media and Broadcasting Industry; Entertainment and Recreation Industry; Consumer Products Industry;

  Citation:

  Collis, David, and Ashley Hartman. "Reawakening the Magic: Bob Iger and the Walt Disney Company." Harvard Business School Case 717-483, March 2017. (Revised March 2018.)  View Details

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• Case | HBS Case Collection | March 2017 (Revised March 2018)

  Reawakening the Magic: Bob Iger and the Walt Disney Company

  David Collis, Ashley Hartman, David Collis and Ashley Hartman

  Mickey Mouse, Snow White, and Buzz Lightyear strolled down Main Street at the grand opening of Hong Kong Disney in the Fall of 2005, pausing to snap selfies with enthusiastic children in their Mickey Mouse ears. Bob Iger, newly appointed CEO of The Walt Disney Company proudly watched the parade go by, but concerned for the future of the global corporation, he turned to colleagues and asked, “How many characters in this parade were created by Disney in the last ten years?” There was one. But the languishing Disney animation department was not the company’s only problem. Disney was under pressure: the company had recently delivered poor financial results; ratings at the ABC network had fallen below competitors; Walt’s nephew, Roy E. Disney, had stepped down from the Board after expressing his displeasure with the direction of the company under Iger’s predecessor, Michael Eisner; and Comcast had made a $54 billion hostile bid to take over Disney only one year before. The situation for Disney looked bleak.
  Yet by December 2015 the tide had turned (Exhibit 1). The much-anticipated Star Wars: The Force Awakens was set to become the highest grossing film ever in the U.S. and earn over $2 billion worldwide. Frozen had just surpassed $1 billion in box office to become Disney animation’s biggest success ever. In live action movies, Disney franchises, like Pirates of the Caribbean and Marvel’s Iron Man, had produced multiple blockbuster hits. ESPN, ABC and other cable and broadcast properties were producing record profits. Attendance was up at Disney parks and cruise ships, while the Shanghai Disney Resort, the company’s third and largest theme park in Asia, was scheduled to open in June 2016. Iger thought back to the Hong Kong Disney parade, reflecting on how far the company had come and the lessons he had learned about reawakening the Disney magic.

  Keywords: strategy; franchise management; brand management; culture change; business units; acquisition strategy; technological change; Disney; ESPN; cord-cutting; media; Bob Iger; Strategy; Corporate Strategy; Competitive Advantage; Diversification; Integration; Media and Broadcasting Industry; Entertainment and Recreation Industry; Consumer Products Industry;

  Citation:

  Collis, David, and Ashley Hartman. "Reawakening the Magic: Bob Iger and the Walt Disney Company." Harvard Business School Case 717-483, March 2017. (Revised March 2018.)  View Details

  CiteView DetailsEducators

  Related