Publications

October 1978
Supplement

Chrysler U.K. (A): Long-Range Projections

By: Thomas R. Piper

Keywords: Auto Industry; United Kingdom

August 2019
Case

Volkswagen and Suzuki (A): A Match Made in Heaven?

By: Ranjay Gulati and Saloni Chaturvedi

The alliance between Volkswagen and Suzuki in 2009 was expected to help Volkswagen become the world’s largest carmaker and Suzuki gain expertise in fuel-efficient technologies. In addition, each promised to help the other in the two largest emerging markets. While... View Details

Keywords: Alliances; Problems and Challenges; Auto Industry

June 2019
Case

Mercedes and the Relaunch of Maybach: Reviving a Heritage Automobile Brand

By: Anat Keinan, Klaus Heine, Marie-Cecile Cervellon and Sandrine Crener

The case traces the growth of Maybach from its origins as a pioneer in car manufacturing to its relaunch by parent company Mercedes Benz AG (now Daimler AG). It covers the relaunch strategy implemented by the German car manufacturer and examines the challenges of... View Details

Keywords: Heritage Brand; Relaunch; Brands and Branding; Luxury; Product Launch; Strategy; Auto Industry

January 2018 (Revised January 2024)
Supplement

Wanxiang Group: A Chinese Company's Global Strategy (C)

By: William C. Kirby, Yuanzhuo Wang and Daniel Fu

This case updates Wanxiang Group's activities since 2012, focusing on its electric vehicle strategy and a transition of the group's leadership. View Details

Keywords: Electric Vehicles; Leadership Succession; Strategy; Management Succession; Global Range; Auto Industry; United States; China

January 2018
Supplement

Interview with Case Protagonist Wen Li

By: Willy C. Shih

In today's global economy, what are the factors that go into production location choice? This case is set in the world's largest automotive glass producer as it expands from China into the United States. To meet a very aggressive cost target, management is faced with... View Details

Keywords: Globalization Of Supply Chain; Production Management; Production; Globalization; Global Strategy; Auto Industry; China; United States

Article

The Effects of Product Line Breadth: Evidence from the Automotive Industry

By: Antonio Moreno and Christian Terwiesch

Using a detailed data set from the U.S. automotive industry, we enrich the existing literature on product line breadth with new results that highlight previously unexplored operational aspects of its benefits and costs. We find that expanding product line breadth has a... View Details

Keywords: Variety; Pricing; Automotive Industry; Marketing/operations Interface; Platforms; Empirical Operations Management; Product Marketing; Production; Management; Auto Industry

September 2014 (Revised September 2015)
Case

Doing Business in Morocco

By: Jill Avery, Tonia Junker and Daniela Beyersdorfer

This case examines the challenges and opportunities of doing business in Morocco. It highlights Morocco's ongoing economic transformation in the decades leading up to 2014 in the context of its historical, political, and cultural background. The case summarizes some of... View Details

Keywords: Emerging Market; Emerging Economies; Africa; Global Strategy; Operations Management; Development Economics; Geographic Scope; Globalization; Business History; Emerging Markets; Market Entry and Exit; Operations; Strategy; Auto Industry; Africa; Morocco

October 2013
Supplement

Dongfeng Nissan's Venucia (C)

By: Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to... View Details

Keywords: China; Japan; Environment; Sustainability; Cross-cultural/cross-border; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan

October 2013
Case

Dongfeng Nissan's Venucia (A)

By: Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to... View Details

Keywords: China; Japan; Cross-cultural/cross-border; Multinational Firms; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan

2010
Other Unpublished Work

Saving Face by Making Meaning: The Negative Effects of Brand Communities' Self-serving Response to Brand Extensions

By: Jill Avery

An ethnographic study of a brand community following the launch of the Porsche Cayenne SUV finds that brand extensions can negatively affect the value of their parent brands. By studying the collective response to brand extensions of existing consumers and by... View Details

Keywords: Brands; Brand Management; Brand Positioning; Brand Equity; Internet; Social Media; Customers; Customer Focus and Relationships; Customer Satisfaction; Marketing; Brands and Branding; Marketing Strategy; Auto Industry

December 2012 (Revised November 2014)
Case

Lit Motors

By: Thomas R. Eisenmann and Alex Godden

In mid-2012 Lit Motors had created both engineering and design prototypes and conducted initial customer tests on less than $750,000 of investment. Lit Motors' founder, Daniel Kim, had started the company to design and manufacture an efficient electric 2-wheeled... View Details

Keywords: Lean Startup; Prototyping; Electric Vehicle; Urban Vehicle; Customer Tests; Gyroscope; Entrepreneurs; Development Stage Enterprises; Creativity; Disruptive Technologies; Consumer Surveys; Market Segmentation; Manufacturing Costs; Entrepreneurship; Auto Industry; United States; California

May 2011 (Revised July 2015)
Case

Ford Motor Company: Strengthening the Dealer Network

By: V. Kasturi Rangan, Katharine Lee and Marie Bell

The case describes a five-year effort (2006-2011) of distribution rationalization and consolidation at Ford. The financial crisis in the second-half of 2008 forced GM and Chrysler into bankruptcy. Having completed the distribution overhaul work by 2011, its senior... View Details

Keywords: Strategy; Product; Distribution; Consolidation; Distribution Channels; Transformation; Business Processes; Auto Industry

February 2011
Supplement

Volkswagen do Brasil Case Supplement: Employee Recognition Awards Ceremony (Video)

By: Robert S. Kaplan

Keywords: Employees; Auto Industry; Brazil

October 2010
Supplement

Toyota Recalls (B): Mr. Toyoda Goes to Washington

By: John A. Quelch, Carin-Isabel Knoop and Ryan Johnson

Case describes the testimony to the U.S. Congress of the Toyota CEO and the head of its U.S. motor sales. View Details

Keywords: Safety; Business and Government Relations; Auto Industry; Japan; United States

February 22, 2010
Article

Tragedy at Toyota: How Not to Lead in Crisis

By: William George

Keywords: Leadership; Auto Industry

Read Now

June 3, 2009
Editorial

GM: The World We Have Lost

By: Richard S. Tedlow and David Ruben

Keywords: Business Ventures; Auto Industry

May 2006
Teaching Note

Reinventing the Automobile: General Motors' AUTOnomy Project (TN)

By: Alan D. MacCormack

Keywords: Auto Industry

February 2006
Supplement

An interview with Rick Wagoner, Chairman and CEO, General Motors Corporation

By: David A. Garvin

Keywords: Auto Industry

November 2004 (Revised April 2009)
Case

Launching the New MINI

By: Douglas B. Holt and John A. Quelch

Focuses on how strategy is transformed into creative branding materials. Reports on the development of a wide variety of brand communication materials produced to support the MINI launch in the United States. MINI USA executives worked with their ad agency Crispin... View Details

Keywords: Advertising; Brands and Branding; Marketing Strategy; Product Launch; Creativity; Auto Industry; United States