James, I agree with your point. One of my biggest concerns to date as an MBA student has been how totally separate the executive education programs seem to be from the MBA program, and how much synergistic value is HBS leaving on the table here. While I’m cognizant that there has to be structure and controlled interaction between the two, given the long-term value proposition of these programs could this be a bit too narrow in that context? I intuitively believe so.
Great post, David!
Thanks Shivani! You touch on a very important issue for the business – in effect the “substitution threat” posed by synthetic diamonds to kimberlite / mined diamonds. Although, as you point out, the two types of diamonds are effectively the same from chemical composition standpoint, the “ego-expressiveness” of jewelry diamonds remains practically unassailable at this point. Also, through its Element Six business, De Beers has effectively been able to have a firm foothold in the market and shape its overall positioning of the sub-segment around industrial applications.
More about Element Six below if you’re interested:
Thanks for a great post! It will be interesting to see how the company, as a predominantly regional player, reacts to the recently announced plan to boost Europe’s aviation industry by striking deals with governments around the world in a move towards a single EU “Open Skies” market.
See link below:
Very interesting post. In particular, I found your points on the pricing model interesting – balancing margins with the value generated by inviting aspirational customers into the group’s core base. Thanks for sharing!