Cate Reavis prepared the case study on which this review is based, under the supervision of Professor David McAdams. It was published in MITSloan Management Review in January 2008. The article examines how DeBeers became a superpower in the diamond trade in 1900. How this position was challenged in the late 1990s and how DeBeers used key tools of strategic management to overcome these challenges and become the superpower it once was. DeBeers, founded in 1880, has become the largest diamond mining and trading company in the world. When DeBeers was founded, it controlled approximately 45% of the world's diamond production and sold more than 80% of all diamonds produced. DeBeers used underhanded tactics to remove smaller diamond mines and punished those who tried to break away from DeBeers' "empire." DeBeers had the purchasing power to control more than 80% of all diamonds mined. Furthermore, through the cleaver's strategic planning, they had control over most of the diamond cutting and polishing industry. With the introduction of synthetic diamonds and changing government regulations, DeBeers was losing control. DeBeers who had controlled the diamond market for nearly a hundred. The case study analysis will examine how DeBeers used key strategic tools to revitalize the company and once again become the biggest and best in the world. To examine how DeBeers changed the article you need to examine the article using some key strategic tools, including Porters' 5 Forces, the Four Ps of Marketing, and PESTEL. Porters' 5 forces. One of the key findings, shown in the article, is how DeBeers used the theory provided in Porters 5 Forces to achieve success. This theory is based on the concept that there are five forces that determine competition… middle of the paper… which DeBeers has become. By removing DeBeers from the process, buyers were able to negotiate better prices from suppliers. Competitive Rivalry Force 5. Competitive rivalry up until now hasn't been much for DeBeers as it had been able to control the supply of diamonds by purchasing 80 % of all diamonds produced. However, due to pressure from governments and also because manufacturers and retailers want to break this monopoly, DeBeers is now facing strong competition in the market. DeBeers had to brand themselves differently and provide diamonds of a certain quality to their customers rather than customers having to buy whatever DeBeers offered them. It now has to price diamonds according to the market instead of controlling the supply of diamonds as it did previously. It had to increase marketing and focus more on the customer to find a niche in the market.