Media Case Studies
Faculty members across disciplines have developed cases based on their expertise and research in the media industry. Below are excerpts of recent media cases written for courses at Columbia Business School. A number of these cases are available through the Columbia CaseWorks program.
Fall 2013 — Bruce Greenwald
This case tracks the events leading to the 2001 reorganization of Reuters PLC, a financial news and information company that had enjoyed continuous growth since its beginnings in 1851. CEO Tom Glocer was charged with the task of developing a new strategy for Reuters in light of the March 2000 crash of the Internet bubble and the post 9/11 uncertainty surrounding financial markets. Would this new reorganization secure Reuters’ success?
Summer 2013 — Jerry Kim / Stephen Meier
In December 2012, Walt Disney Company Chairman and Chief Executive Officer, Robert A. Iger announced the completion of his company’s $4 billion acquisition of Lucasfilm Ltd., further expanding the company’s footprint in its Studio Entertainment segment. Was Iger navigating the company on a solid strategic course or was he engaged in the same “empire building” that ultimately forced his predecessor Michael Eisner to resign?
Fall 2012 — Wei Jiang
This case outlines the negotiating process over a three-year period between Microsoft and Yahoo, asking student to analyze whether Microsoft’s offering prices were in line with Yahoo’s value.
Spring 2012 — Noel Capon / Robert Devan
Students consider the sales team’s comments, as elicited through interviews for the study, as well as the wide scope of technological and social changes in the publishing industry, in order to determine how an understanding of motivation and behavior in a sales environment might benefit the regional sales manager.
Spring 2012 — Laurie Hodrick
This case puts students in the role of an independent financial advisor who must review company financials and comparables for both Marvel and Disney, data for the youth entertainment industry, Board and shareholder considerations, and key economic indicators in order to evaluate the terms of Disney’s offer.
Fall 2011 — Stephen Meier / Jerry Kim
This case teaches students how to analyze the outlook for Sirius XM through exhibits and data on market share, strategic partnerships, and financial performance.
Spring 2011 — Rajeev Kohli
When two Scrabble-loving brothers in India create a Facebook phenomenon that pits them against the toy giant Hasbro, can anyone win?
Fall 2010 — Natalie Mizik /Blair Dore
This case presents students with an historical overview of Time Inc. and the magazine publishing industry, asking them to consider what strategic direction would preserve Time’s position as a profitable market leader.
Fall 2009 — Bruce Kogut / David Ross
Students examine Apple’s history, market share data for Macs, iPods and iPhones and smartphone demographic data to discuss strategies for continued growth.
Fall 2009 — Ava Seave / Carla Graubard
Deanna Brown, president of Scripps Networks Digital, grappled with how to best integrate the recent acquisition of Recipezaar into Scripps Networks Digital and its affiliated Website, FoodNetwork.com.
Fall 2009 — Jeffrey A. Harris
When Joan Ganz Cooney applied the persuasive powers of television to the profound needs of pre-school children, she created an educational enterprise that now reaches around the world.
Fall 2008 — David Beam / Frank Edwards
Students examine the structure of Cablevision’s board, the company’s competitive outlook, and industry financial data before discussing the board’s role during the takeover offers.
Fall 2008 — Jonah Rockoff
An analysis of Disney’s sale of ABC Radio, its portfolio of radio stations, to Citadel Broadcasting Corporation using a tax-free structure known as the reverse Morris Trust, and the tax advantages and financial ramifications of the ABC Radio sale for Disney, Disney’s shareholders, and Citadel.
Summer 2008 — Noel Capon
Can a publishing start-up providing free textbooks find a profitable business model?
Winter 2007 — Jonathan Knee
In this two-part case, students consider exit strategy options after reviewing Petersen’s financials, other LBO deals and competitive data from the magazine industry. Case B follows up on Petersen’s situation five years later.