In the month of June 2008, the president and owner of Canada Goose Inc. (Canada Goose), a manufacturer of luxury sport jackets, was contemplating the future of his company. Despite recent years' steady growth in both his business and the industry in general, the president believed that a significant opportunity existed for Canada Goose to further cement itself as a market leader for this business. The president was intrigued by two different offers from national retailers in Canada.
Both were in the kind of long-term contracts; in the previous Canada Goose had used such contracts to maintain successful relationships with its many vendors. The offers were money-making; nonetheless, the president needed to consider whether the offers aligned with the current marketing strategy of the company. Agreeing to carry its product through a national chain would be a departure from its present approach of distribution through independently-owned regional retailers. These retailers would not be only possibly priced by accepting either of the offers out of the market but could also lead to the devaluation of the brand.
PUBLICATION DATE: May 05, 2009 PRODUCT #: 909A12-HCB-ENG
This is just an excerpt. This case is about SALES & MARKETING
Related Case Solutions & Analyses:
Surfside Leisurescapes
mi adidas Mass Customization Initiative
Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A)
Carvel Ice Cream: Developing the Beijing Market
Jeff Bezos and Amazon.com
ID Fresh: The Way Forward
Canadian Cancer Society: Fundraising Controversy
Himalaya Herbal Toothpaste: Category and Brand Involvement in an Emerging Market
Orchid Ecotel: Leveraging Green Hoteling as Core Competency
Simulation in Excel and VBA
