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Top 40 Bestselling Case Authors 2019/20

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No. 20 Bestselling Case Author 2019/20
Nader Tavassoli

Nader Tavassoli
Professor of Marketing
London Business School

   

 
The cases

Dollar Shave Club: Disrupting the Shaving Industry
The case demonstrates the disruptive power of a digital platform model, and highlights how new marketing capabilities can disrupt traditional channels. It challenges P&G owned Gillette to formulate a strategic response in light of Unilever's threat to acquire the upstart business. The case provides online links to a rich set of free videos that include a CEO interview, competitive advertising, and analyst commentary.

Nespresso: What Next?
In 2011 Nespresso, the premium single-serve coffee brand of the multinational Swiss company Nestlé, found itself at a crossroads. Between 2006 and 2010 it had nearly tripled sales to well over CHF3 billion. But despite its meteoric growth in recent years, competitors were trying to challenge Nespresso’s dominance of the premium single-serve coffee market.

Cases Red Bull: The Anti-Brand Brand
Red Bull needed to determine whether it was outgrowing its anti-establishment status. As a mature brand, it had to assess whether the time had come to move to a more traditional marketing approach. But this raised a critical question: would this move toward a more mainstream approach fundamentally destroy Red Bull's anti-brand mystique?

Meet Nader

BiographyNader Tavassoli received his PhD from Columbia Business School in 1994. He was on the faculty of the MIT Sloan School of Management until 2002, where he was Faculty Director of the Entrepreneurship Programme and founding Faculty Director of the e-Business Programme.

At London Business School, he founded the Walpole Luxury Management Programme and is a recipient of the School’s prestigious Excellence in Teaching Award. For the past 25 years, Nader has advised and taught executives from Internet and high-tech start-ups at over 30 Global Fortune 500 companies.
 
Key quote
Quote

“Some of the best cases target the knowing-doing gap. They do so by engaging participants to interactively apply theory and experience to a specific business context. They require strategic choices among concrete actions. And they are memorable ... sometimes more so than even the instructor’s name!”

~ Nader Tavassoli

 

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