What Major themes that can be addressed in lectures or class discussions?
What will be an ideal response?
? Decision making biases that may have caused Terra Firma to acquire EMI
? Strategic issue diagnosis: applying a practical approach to EMI
? Further explorations of the VRIOS framework and its application to EMI’s case; what its distinctive
resources and capabilities are and why they matter
? The main competitors and how each compares with EMI
? Identification of EMI’s major strengths, weaknesses, threats and opportunities and how to respond to
its weak strategic position.
? The basis of sustainable future advantage in this sector and the challenges arising in the sector from
environmental complexity, dynamic change and competitive aggression (hostility)
? Strategic options realistically available to EMI
? Satisficing and optimising concepts in reviewing strategic options
Suggestions for prior preparation by students
Review and enhance familiarity with the recorded music industry and its value-adding chain, drawing on
readily available sources and personal experience as consumers of music and competing demands on
their disposable income. Complete the strategic position analysis using the suggested
frameworks/worksheets.
Strategic issues particular to the enterprise(s) and context described
As the following analysis shows, EMI is by far the weakest of the ‘Big 4’ music recording company. Its
present and future owners have underestimated the challenge of turning it around and may have to ‘bet
the company’ on a revised future strategy. The tables following elaborate on its position.
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