Case Studies: Operations
Norwegian Cruise Line
David P. Sibley T'13, M. Eric Johnson
Length: 20 pages
Publication date: 2013
After five years of profitable growth, Kevin Sheehan, CEO of Norwegian Cruise Line, rang the NASDAQ bell on Norwegian's first day of trading. Under Sheehan's leadership, Norwegian had experienced a dramatic turnaround, largely due to his efforts to help the organization deliver on the promise of Freestyle. Allowing guests the freedom to choose between many different dining and entertainment venues, Freestyle was an industry first and an immense operational challenge. When first introduced, the execution of the game-changing strategy failed with guests waiting in long-lines for poor quality food. A veteran of private equity turnarounds, Sheehan systematically integrated technology and process improvement to build an organization that could deliver Freestyle cruising. This case allows students to explore the challenges of aligning marketing and operations strategies and the competitive advantage that can be achieved through such integration.
Blair LaCorte T90 glanced out the window as his Virgin American flight approached San Francisco International Airport, and thought about the challenges facing XOJET and the private aviation industry as a whole. With demand up 50% YOY they needed every jet they owned. It was October, 2011, and LaCorte had been CEO of XOJET for two years, during which time his team had grappled with difficulties both short and long term that faced the private aviation industry. Their analysis had determined that the industry wasn’t just in a cyclical downturn, but faced structural challenges that would require XOJET to alter its strategy.
ViSi Mobile’s potential for value creation was clear to many and the complete system was now ready for sale. But success would require cooperation, investment, and operational changes across a range of actors in the healthcare ecosystem. Development was successfully completed. The challenge now was to develop a deployment strategy that would safeguard long-term success in the market.
On track to exceed two billion dollars in revenue in 2011 in its third full year of business, Groupon and its latest daily deals were news the business media could not resist. From the local corner bakery to national retailers such as Gap, sizzling offers were projected to triple Groupon’s 50 million subscribers by the end of the year. But while the limelight remained focused on the headline “feature” deals, Groupon was quietly testing new models to expand this core platform. This case considers how those new models would fit with its operations and marketing strategy.