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Canada Goose: The South Korea Opportunity
Canada Goose is a Canadian maker of high-end winter outdoor clothing. Currently available in 40 countries, the company's chief executive officer (CEO) is considering entering the South Korean market. Were Canada Goose to enter South Korea, the CEO knew that there were several issues that had to be resolved. This case allows students to understand the complexity involved in a new market entry decision. In this case, what is novel is the focus is not on the new market, per se, but on the impact on the entire firm of that decision. Interconnecting decisions about product, distribution and positioning really paint a vivid picture for students. In addition, the firm's products are so popular at the time of the case they have trouble manufacturing enough, and yet they have growth goals, and want to continue to open new markets. The case could be taught from several angles. Most
narrowly, one could focus on the possible impact on the brand of over-expansion. Most broadly, one could use any number of strategic frameworks to look at this decision within the scope of the strategic direction of the firm. At a middle level, issues of distribution and product level tactics could be the focus.
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