INSTRUCTOR RESOURCES
CASE DESCRIPTIONS
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Chapter 8 |
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Canadian Tire Multiple Channel Retailing
Publication Date: Sep 5, 2002
Author(s): Michael R. Pearce, Neal Costello, Michael Hall, Lindsay
Nicholl
Product Number: 902A14 Richard Ivey School of Business
Length: 13p.
Description: Three years after launching a content-based
web site, a nationwide hard goods retailer invested in software
to support Internet shopping. The online component was one element
in a multiple-channel retailing approach, which also included retail
stores, a phone-order service, and an annual catalog. Although the
company is the country's most shopped retailer, the online retail
segment has not turned a profit. The director of marketing must
consider the effect of multiple-channel retailing on the company's
profitability.
Disney in a Digital
World (D): A Digital Decade? Disney in 2003 and Beyond
Publication Date: Jun 6, 2003
Author(s): Robert A. Burgelman, Philip Meza
Product Number: SM29D Stanford University
Length: 14p.
Description: Examines the challenges and
opportunities that entertainment conglomerate Disney faces as it tries
to commit itself to embarking on a "Digital Decade" in 2003.
The company has built its business models largely around analog distribution
technologies. Although the company has had a difficult time in the
past few years, it still generates a tremendous amount of cash. Teaching
Purpose: To examine the current business model of entertainment giant
Disney and look at the challenges the company will face as it sets
out on what it calls its "digital decade."
Flextronics International,
Ltd.
Publication Date: Nov 25, 2003/Revision Date: May 17, 2004
Author(s): Robert Huckman, Gary P, Pisano
Product Number: 9-604-063
Length: 18p.
Description: Describes Flextronics' evolution from providing
outsourced manufacturing services for original equipment manufacturers
(OEMs) in the electronics industry to developing entire unbranded
products for purchase by OEMs. In 2001, Flextronics began a development
program that yielded several unbranded cell phones that--even by the
admission of several OEMs--delivered performance comparable to that
of branded products at a significantly lower cost. Nonetheless, as
of early 2003, no major OEM had yet agreed to purchase any of these
phones from Flextronics. As chairman and CEO of Flextronics, Michael
Marks must decide how aggressively to pursue full product development.
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ISBN:
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Publisher: Prentice Hall
Copyright: 2005 |
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