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Authors:
Rene Rohrbeck (Aarhus University); Christian Scheel (Aarhus University); Siri Boe-Lillegraven (Aarhus University)
Published in:
2013
Length:
14 pages
Data source:
Field research

Abstract

This case is designed to discuss strategy formation and strategic renewal in small and medium-sized enterprises that are challenged by external disruptive change. The case can be used to teach: external analysis, BCG-matrix, internal analysis (resources and capabilities), Porter’s-5-Forces, industry life-cycle, Porter’s generic strategies, SWOT analysis, strategy formation and business model analysis. The case builds on an in-depth case study conducted in 2011/2012. The case has been anonymized. More specifically the case describes the triumphs and challenges of a medium-sized European shipyard during the past decades. After the industry crisis in the late 80s the yard management steered through an extremely adventurous period. However, due to external and internal difficulties they ultimately faced bankruptcy. Students are asked to put themselves in the shoes of the shipyard management in 2006, a point in time where they still had the possibility to affect its destiny. The case includes an extensive set of questions that covers the most important elements of a master of science degree course in strategy. The questions are also suitable for exam or term papers.

Topics

Strategy formation; Strategic renewal; Medium-sized enterprises; Small-sized enterprises; Disruptive change; External analysis; BCG-matrix; Internal analysis; Resources; Capabilities; Porter’s-5-Forces; Industry life-cycle; Porter’s generic strategies; SWOT analysis (strengths, weaknesses, opportunities, threats); Business model analysis
Location:
Industry:
Size:
Medium-sized
Other setting(s):
Mainly 1970-2008

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