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• Case | HBS Case Collection | August 2019 (Revised October 2019)

  The Walt Disney Company: Theme Parks

  Rory McDonald, Allison Mnookin and Iuliana Mogosanu

  Citation:

  McDonald, Rory, Allison Mnookin, and Iuliana Mogosanu. "The Walt Disney Company: Theme Parks." Harvard Business School Case 620-039, August 2019. (Revised October 2019.)  View Details

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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 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 Dessain. "Parrot: Navigating the Nascent Drone Industry." Harvard Business School Case 619-085, June 2019. (Revised September 2019.)  View Details

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• Module Note | August 2010 (Revised July 2019)

  Integrating Around the Job to Be Done

  Clayton Christensen, Rory McDonald, Laura E Day, Shaye Roseman, Clayton Christensen, Rory McDonald, Laura E Day, Shaye Roseman, Clayton Christensen, Rory McDonald, Laura E Day and Shaye Roseman

  Unlike traditional market segmentations that are based on a correlation of product sales or service with the attributes of the purchaser (such as age, gender, income level, and education level), jobs-based segmentation seeks to understand the causal roots of purchase—when a buyer needs to "hire" a product or service to get a "job" done. This note details the thought process and the methodology behind a jobs-based segmentation and provides numerous examples. It highlights three levels in the architecture of a job: 1) What is the fundamental job or problem the customer is facing? This includes political, functional, emotional, and social dimensions; 2) What are the experiences in purchase and use that, if all provided, would sum up to nailing the job perfectly? (The "hiring criteria"); and 3) What do we need to integrate, and how must we knit those things together, so that we can provide these experiences?

  Keywords: Integration planning; Jobs; Market segmentation; Customer Satisfaction; Marketing; Marketing Strategy; Problems and Challenges; Integration; Segmentation;

  Citation:

  Christensen, Clayton, Rory McDonald, Laura E Day, and Shaye Roseman. "Integrating Around the Job to Be Done." Harvard Business School Module Note 611-004, August 2010. (Revised July 2019.)  View Details

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