Winning New Markets: Learning from Case Studies

This article is written by Dr Olivia Ramsbottom, Senior Lecturer Strategic Management, Sheffield Business School, Sheffield Hallam University: 

Businesses risk following the well-known S curve to the end if no action is taken: accelerating through the start and initial growth, scaling up, reaching maturity, and then declining in the final stage. This decline occurs as markets become saturated, new products or services appear from competitors and disruptors, and consumer trends change.  

To avoid stagnation and decline, businesses must innovate at key stages, refreshing their outlook through product or service development to offer something new to existing markets, or by pursuing market development to enter new territories. In effect, they need to function as potential ‘disruptors’ to their own established business, imagining what others could do and being proactive to protect themselves from challenge. 

In Module 3 of the Help to Grow: Management Course, Ooni serves as an example of a business that successfully reviewed and renewed its approach at key points, continuously innovating. 

Founded in 2012 by Dorina Garland and Christian Tapinana, Ooni emerged from a simple problem: the inability to create the perfect pizza at home. Using his design ability, Christian created a pizza oven that made this possible, allowing families and friends to enjoy a restaurant-quality pizza experience at home.  

For Ooni food isn’t just fuel; creating an experience of cooking and eating the pizza that fostered a sense of community through shared cooking and dining was a key part of the pair’s motivation. This vision has remained true as the business developed, more products were added to the portfolio, and new geographic areas explored. Ooni serves as a powerful example of how two individuals with complementary skills, and driven by passion, can propel a company forward. 

In Module 3, we examine Ooni's business model, tracking its evolution, using frameworks such as the Business Model Canvas, Ansoff’s Matrix, Porter’s Generic Strategies, Bain's Elements of Value Pyramid, as well as the key benefits of digital adoption to provide a foundation for analysis of its progress in developing and winning new markets. These tools guide the conversation, offering a structured approach to analysing innovation and business growth. 

Module 3 builds upon the foundations laid in the first two modules: Strategy and Innovation and Digital Transformation. It offers an excellent opportunity to pause, reflect on the skills learned, and see them in action through a real-world case study. This is mirrored throughout the Help to Grow: Management Course with four case study-focused workshops in total, situated at key points throughout the course. Each case study reflects on earlier learning and gives an opportunity for small business leaders to use the supporting materials such as the growth action plan to implement activities for their own businesses. 

When working with small businesses, there’s often a question of whether case studies are necessary. It’s true that there’s rarely a single case study that is directly relevant to every SME leader in a cohort. Can’t we just discuss the experiences of the businesses in the room? While direct discussions can be valuable (and we have these alongside case study discussion), case studies provide an excellent way to introduce and interrogate new ideas.  

It can be difficult to approach our own organisation with full objectivity, but examining a case study allows us to explore topics in practice within an organisation in which we have no personal stake. This enables us to apply the lessons learned and reflect on how we can improve our own operations. Through case studies, we bring theory to life, demonstrating key points and concepts with real examples—and gain valuable insights that can inspire innovative ideas or reinforce successful strategies. SME leaders often ask for case study examples when concepts are a little difficult to understand from theory or from an abstract model. 

Each participant in the workshop takes away something unique from Ooni’s story, highlighting the value of introducing a new business with fresh perspectives.

This diversity of insights means that SME leaders leave the session with a range of ideas they can apply to their own businesses. 

For some, it might be Christian’s innovative problem-solving and strategic use of digital tools that stands out. For others, it could be Dorina’s unwavering commitment to building a sustainable business. The way Ooni adapted to the challenges posed by the pandemic, which led to a surge in business as people embraced home-cooking and outdoor dining, is also a key takeaway. 

Moreover, the workshop format encourages rich discussion among delegates, offering the opportunity to share ideas, experiences, and network. This collaborative environment fosters a sense of community and sparks inspiration, allowing everyone to draw strength from each other’s perspectives and expertise, as well as those of the case study’s founders. 

You can find out more about the Help to Grow: Management Course here.