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Prize winner
Case
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Reference no. 301-056-1
Authors: Mark Jenkins
Published by: Cranfield School of Management
Originally published in: 2020
Revision date: 03-Nov-2020

Abstract

This is a revised version of the Formula 1 (F1) Constructors combined case and now features six periods of dominance by Ferrari, McLaren, Williams, Red Bull Racing and Mercedes AMG F1. The case is used to address the challenge of achieving competitive advantage in a highly competitive, technological and international context. The introduction outlines the competitive nature of F1 and the fact that this is an industry of sophisticated multi-million pound organisations all trying to out-perform each other using the three basic ingredients of money, people and technology. The case then focuses on the five constructors who achieved sustained (three years or more) success in a particular period. The case is used to illustrate a number of principles relating to the resource-based view of strategy, such as identifying sources of competitive advantage, the problems of imitation and appropriation of key resources, and the idiosyncratic, path-dependent nature of sources of advantage.
Location:
Size:
Large
Other setting(s):
1950-2020

About

Abstract

This is a revised version of the Formula 1 (F1) Constructors combined case and now features six periods of dominance by Ferrari, McLaren, Williams, Red Bull Racing and Mercedes AMG F1. The case is used to address the challenge of achieving competitive advantage in a highly competitive, technological and international context. The introduction outlines the competitive nature of F1 and the fact that this is an industry of sophisticated multi-million pound organisations all trying to out-perform each other using the three basic ingredients of money, people and technology. The case then focuses on the five constructors who achieved sustained (three years or more) success in a particular period. The case is used to illustrate a number of principles relating to the resource-based view of strategy, such as identifying sources of competitive advantage, the problems of imitation and appropriation of key resources, and the idiosyncratic, path-dependent nature of sources of advantage.

Settings

Location:
Size:
Large
Other setting(s):
1950-2020

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