Competitive Strategic Analysis (elective MBA) Texas A&M University
Strategic Management (core MBA) INSEAD
Industry & Competitive Analysis (elective MBA) INSEAD
Strategy & Regional Competitiveness (elective MBA) INSEAD

Strategic Management (core EMBA course) INSEAD
Industry & Competitive Analysis (elective EMBA) INSEAD
Regional Competitiveness in Europe (EMBA unit) INSEAD

Strategy Formulation Texas A&M University
Research Methods in Organization Science II Texas A&M University
Competitive Strategy Research (with K. Cool) INSEAD

Industry Dynamics INSEAD/CEDEP
Industry & Competitive Analysis (elective Executive MBA) INSEAD
Strategy (module – Open Enrollment Programmes) INSEAD
Customized modules on Strategy or Competitive Strategy INSEAD

Business Policy (undergraduate capstone) Purdue University
Strategic Management (undergraduate capstone) Texas A&M University
Strategic Management (undergraduate capstone-Honors) Texas A&M University

Chair of doctoral committees

Afonso Almeida Costa (INSEAD, PhD. 2016)
Yu Zhang (INSEAD, PhD. 2008)
Metin Sengul (INSEAD, Ph.D. 2008 – co-chair with Subi Rangan) – Finalist of Wiley-Blackwell Outstanding Dissertation Award in Business Policy and Strategy
Govert Vroom (INSEAD, Ph.D. 2005) – Winner of Blackwell Outstanding Dissertation Award in Business Policy and Strategy
Eui K. Jeong (Texas A&M U., Ph.D., 2003 – co-chair with Bert Cannella)
Brent D. Beal (Texas A&M U., Ph.D., 2001)

INSEAD: Gonçalo Pacheco-de-Almeida (Ph.D., 2003), Jonghoon Bae (Ph.D., 2004), Rupinder Jindal (Ph.D., 2006), Olivier Chattain (Ph.D., 2007), Rahul Kapoor (Ph.D., 2008), Donald Crilly (Ph.D., 2010), Dimo Ringov (Ph.D., 2011), Cindy Zhang (Ph.D. 2012), Aline Gatignon (Ph.D., 2015), JungYun Han (Ph.D., 2015).

Texas A&M University: Douglas Moesel (Ph.D. 1996), Edward Levitas (Ph.D. 1998), Satish Jayachandran (Ph.D. 1999), William P. Wan (Ph.D. 2000), Katsuhiko Shimizu (Ph.D. 2000), Ann McFadyen (Ph.D. 2000), Richard Martinez (Ph.D., 2001), Douglas Thomas (Ph.D., 2001), Yangmin Kim (Ph.D., 2001), Jun-Byoung Oh (Ph.D., Econ, 2002), Christopher Cassidy (Ph.D., 2002).

External: Ana Elisa Iglesias (Georgia State U; Ph.D., 2010)

Qantas’ Jetstar: Launching and Growing a Low-Cost Airline Subsidiary, INSEAD case 12/2013-5739

This case describes the entry of low-cost competitors in the deregulated Australian airline industry, and the decision by the Qantas Group to launch a low-cost carrier subsidiary (Jetstar) in the domestic market. Many such airlines-within-airlines had failed in the US and Europe. The case also describes potential opportunities for international expansion of Jetstar into medium and long-haul low-cost service.

IMAX (A): The Introduction of Digital Media Re-Mastering Technology, INSEAD case 01/2013-5836

Case A reviews the history of IMAX Corporation from its founding until the introduction of Digital Media Remastering (DMR) technology in 2002. Since its founding, IMAX had struggled to achieve sustainable, profitable growth. The case explores IMAX's difficulties in attracting movie studios and theatres to its platform. Case B describes the changes in the ecosystem implemented after DMR, and the resulting performance.

IMAX (B): Ten Years with DMR, INSEAD case 11/2012-5836

Case B describes the changes in the ecosystem implemented after DMR, and the resulting performance.

ACME Group: Implementing Enterprise Risk Management in the Middle East, INSEAD case 08/2012-5796

Nokia and the New Mobile Ecosystem: Competiting in the Age of Internet Mobile Convergence, INSEAD case 04/2012-5678

Nokia has dominated the mobile handset business for over 20 years. But as mobile technologies evolves and the consumer focus shiftsfrom handset design towards software and content platforms, it creates an opportunity for new players, such as RIM, Apple and Google, to enter the market and challenge Nokia’s position. This case examines the competitive situation in the mobile ecosystem and Nokia’s attempt to redefine itself as an 'internet company' in 2008.

The Evolution of the Bottled Water Industry: Ready for the “Water Wars”?, INSEAD case 01/2012-5621

The U.S. bottled water industry went through a major change of structure around 2002. A huge growth in demand, driven by health-conscious consumers, attracted a wave of new entrants, some of them with strong resources and different business models (purified water). Signs of competitive pressure, in the form of price competition and consolidation, were beginning to appear, forcing players to adapt to a very different competitive landscape.

Launching 3G Mobile Services in Finland: War or Peace? INSEAD case 01/2012-5484

The mobile industry in Finland in 2005 was facing a price war, which hurt not only the profitability of operators but also their incentives to adopt new technologies (3G). In 2005, the Finnish mobile telecom regulator decided to allow handset bundling and subscription plans for 3G services. This was an opportunity for incumbents to reshape the competitive context in the industry. The case examines the possibilities for Elisa, the second player in a 3-player oligopoly, to introduce new pricing plans to change the competitive context.

“Generate or Buy?” Norddeutsche Affinerie and its long-term energy sourcing strategy. INSEAD case (draft)

Mobile Internet in Europe (A): i-mode and Vodafone live! in 2003. INSEAD case 04/2007-5289

The case describes the adoption of two competing mobile internet services in Europe: i-mode (which was very successful in Japan) and Vodafone live!. Case describes the players in the mobile internet ecosystem (operators, handset manufacturers, content providers) in Europe, and describes the competing offerings (technology, marketing, relationships with complementors). The challenge for these platforms in 2003 was to achieve mass market adoption of their services.

Mobile Internet in Europe (B): i-mode and Vodafone live! in 2006, INSEAD case 07/2012-5289

This case provides an update of the situation in the mobile internet industry in Europe in 2006, and is a continuation of the case "Mobile Internet in Europe: i-mode and Vodafone live! in 2003". The case describes the lukewarm adoption of these platforms within Europe, and the new opportunities and challenges emerging in the mobile internet ecosystem in late 2006 (new technologies and standards, new services, and new actors in the ecosystem).

Printer Wars: Dell and the Printer Business. INSEAD case 06/2007-5251

This case describes the situation in the desktop printer industry in August 2002. Rumors suggest that Dell is planning to enter the industry. The case describes the structure of the industry, the main players, and the events leading to these rumors. Some possible motives for Dell entering the printer industry are discussed, as well as the entry barriers.

The European Airline Industry: Lufthansa in 2003. INSEAD case 12/2008-5125

This case forms part of a series with "Note on the European Airline Industry" and "European Airline Industry: Ryanair in 2003", but can be used independently. The case describes the strategy of Lufthansa as a major network carrier in Europe. It also describes the entry of low-cost carriers in the German market. The case describes the strategies used by other incumbent airlines in defending against the entry of "low-cost carriers", ranging from imitation, to entry preemption and deterrence.

The European Airline Industry: Ryanair in 2003. INSEAD case 12/2008-5124

The note describes the competitive context of the European Airline Industry in early 2003. That airline industry has chronic performance problems. Yet, after September 11, the global recession, and the 2nd Iraq War, the global airline industry is amidst the worst crisis in history. Yet, in the middle of the crisis, some airlines using the "low-cost carrier" business model are experiencing profitable growth. The note describes the economics of the airline industry, with special attention to other participants in the airline supply chain that obtain acceptable returns. The competitive among the different business models in the European airline industry (network carriers, low-cost carriers, charters, etc) are also discussed.

The European Airline Industry on a Collision Course. INSEAD case 12/2008-5123

Case Writers: Alessandro BUCCELLA and Herman FUNG The note describes the competitive context of the European Airline Industry in early 2003. That airline industry has chronic performance problems. Yet, after September 11, the global recession, and the 2nd Iraq War, the global airline industry is amidst the worst crisis in history. Yet, in the middle of the crisis, some airlines using the “low-cost carrier” business model are experiencing profitable growth. The note describes the economics of the airline industry, with special attention to other participants in the airline supply chain that obtain acceptable returns. The competitive among the different business models in the European airline industry (network carriers, low-cost carriers, charters, etc) are also discussed.