Ivey Publishing

Retail Management: A Strategic Approach

Berman, B.R.; Evans, J.R.,12/e (United States, Prentice Hall, 2013)
Prepared By Rob Way, CaseMate Editor
Chapter and Title Chapter Matches: Case Information
Chapter 1:
An Introduction to Retailing

Anthony Goerzen

Product Number: 9B13M118
Publication Date: 2/21/2014
Revision Date: 11/19/2014
Length: 11 pages

By 2013, Sobey’s Inc., one of Canada`s largest food retailers, had initiated a number of programs in order to reduce its environmental footprint and to try to meet the public’s expectations that business would address such sustainability issues as waste management, genetically modified products and food safety. At the top of Sobey’s agenda was to develop a sustainable seafood strategy. While data collection, metric selection, employee incentives and customer education were important parts of this emerging strategy, a central decision was what products to choose to sell or not to sell. Certain major competitors had announced that they would sell only “certified sustainable” seafood, an approach strongly advocated by well-known environmental organizations. Sobey’s, on the other hand, decided that to abandon uncertified seafood would not only hamper its bottom line but also would eliminate its ability to push the very fisheries that needed more guidance towards better practices. Yet, to continue to sell “red zone” seafood was very controversial and could jeopardize Sobey’s standing as a leader in sustainable practices — an outcome that could have serious negative consequences in the marketplace. In this context, the vice-president of sustainability had to implement a sustainable seafood strategy by year’s end.

Teaching Note: 8B13M118 (7 pages)
Industry: Retail Trade
Issues: Sustainability; supply chain; retailing; corporate social responsibility; Canada
Difficulty: 4 - Undergraduate/MBA

Dante Pirouz, Kelly Huang (Arman)

Product Number: 9B14A008
Publication Date: 3/13/2014
Revision Date: 3/13/2014
Length: 8 pages

Since 1996, Indigo Books and Music had grown to become essentially a book retail monopoly in Canada. But the global recession had hit the company hard, and the chief executive officer (CEO) was focused on creating innovation at every level of the national operation. The hope was that Indigo would eventually be able to compete internationally with giants such as Amazon.com and Barnes & Nobles. How to stabilize the company's financials while at the same time creating and promoting creative product lines that customers would crave was the critical question that the CEO had to answer if her company was to thrive in the future.

Teaching Note: 8B14A008 (3 pages)
Industry: Retail Trade
Issues: Retailing; finance; books; Canada
Difficulty: 4 - Undergraduate/MBA

Matthew Thomson, Ken Mark

Product Number: 9B12A028
Publication Date: 7/13/2012
Revision Date: 9/14/2012
Length: 15 pages

Mountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private-label line. The challenge MEC faces is how to continue to develop and launch innovative private-labeled products while recognizing that they may be direct competitors of MEC’s assortment of global brands. MEC needs to develop its line-up without being seen as infringing on intellectual property or being too much of a “follower.” In assessing how MEC can develop its line-up, students can review MEC’s philosophy as a co-operative (in which it positions itself as being different from corporations) and its design philosophy.

Teaching Note: 8B12A028 (11 pages)
Industry: Retail Trade
Issues: Private Label; Retail Strategy; Product Development; Product Assortment; Canada
Difficulty: 4 - Undergraduate/MBA

Andreas Schotter, Paul W. Beamish, Robert Klassen

Product Number: 9B08M048
Publication Date: 5/9/2008
Revision Date: 9/24/2018
Length: 19 pages

Carrefour, the second largest retailer in the world, had just announced that it would open its first Green Store in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.

Teaching Note: 8B08M48 (13 pages)
Industry: Retail Trade
Issues: China; Strategy Implementation; Emerging Markets; Environmental Business Management; Operations Management
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Building and Sustaining Relationships in Retailing

Tridib Mazumdar, Mohua Banerjee

Product Number: 9B14A001
Publication Date: 3/26/2014
Revision Date: 3/31/2014
Length: 20 pages

To target the expanding segment of upwardly mobile and upper-income Indians, a pre-eminent organized retailer in India decided to introduce Western-style hyperstores with high-end merchandising. The initial reactions of shoppers were positive, but soon the novelty wore off and store traffic declined. To counter the negative consumer responses, the retailer undertook a year-long test of a new repositioning strategy in its signature hyperstore in a large urban centre. The key challenge was to increase the store’s traffic and profitability without jeopardizing its distinctive and high-quality upscale image. The case provides the test results, which include consumer reactions as well as impacts on store traffic and profit margins.

Teaching Note: 8B14A001 (16 pages)
Industry: Retail Trade
Issues: Retail management; emerging market; store positioning; store profitability; India
Difficulty: 4 - Undergraduate/MBA

Christopher A. Ross

Product Number: 9B09A005
Publication Date: 4/7/2009
Length: 8 pages

Chantale and Clinton have purchased a new refrigerator from The Canadian, one of the largest department store chains in Canada. It subsequently began to malfunction. After receiving poor service from the vendor's repair division, they were wondering what to do next. Do nothing, and assume it was an isolated incident? Vow never again to deal with this vendor and brand? Write a letter of complaint to the vendor and demand an apology or other compensation? Underlying all these questions was the issue: Was it worth the trouble? The case can be used to illustrate consumer behaviour in marketing management, with emphasis placed on controllable and uncontrollable factors that influence individual buyer behaviour. It can also be used in a service marketing setting, where issues of service failure and recovery can be emphasized.

Teaching Note: 8B09A05 (10 pages)
Industry: Retail Trade
Issues: Consumer Behaviour; Customer Service; Service Recovery; Service Quality
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Strategic Planning in Retailing

Glenna Carolyn Pendleton

Product Number: 9B12A048
Publication Date: 10/18/2012
Revision Date: 1/3/2017
Length: 15 pages

This case describes the creation of Dr. Tim’s Pet Food Company, a small company centred on providing superior nutrition for dogs used for athletic and competitive purposes. The company has developed a brand image of high quality and premium natural ingredients, and has gradually extended its product line while maintaining the quality of its original formula. Although the company has been very successful and has grown at an ever-increasing rate, its founder is concerned about the difficulties of expansion that Dr. Tim’s Pet Food now faces. Located in an isolated area of the Upper Peninsula of Michigan, the company is not easily accessible to sales representatives or larger populations. Furthermore, the company’s founder does not want the brand to lose its high quality or natural image, and is therefore resistant to the idea of distributing his company’s products in large discount retail outlets. In addition, the founder of Dr. Tim’s Pet Food Company runs a veterinary hospital and is therefore hoping to limit the physical expansion of his newest entrepreneurial project. While keeping all of these limitations in mind, the case presents four growth strategies open to Dr. Tim’s Pet Food Company: penetration, product development, market development and diversification. Students are asked to consider which option would be best suited to the company’s expansion based on the information provided.

Teaching Note: 8B12A048 (14 pages)
Industry: Retail Trade
Issues: Ansoff growth matrix; google analytics; brand image; online distribution, United States
Difficulty: 4 - Undergraduate/MBA

Michael Taylor, Ken Mark

Product Number: 9B11A013
Publication Date: 11/21/2011
Length: 5 pages

The new vice president and general manager of Best Optical Ltd. is trying to formulate a strategy in response to his competitors’ actions. Best Optical is a distributor of vision hardware and other distributors are buying up retail outlets and threatening to shut Best Optical out of the market. The vice president has to decide how to respond to the threat and what implications his response will have on Best Optical’s business.

Teaching Note: 8B11A013 (3 pages)
Industry: Retail Trade
Issues: Competition; Competitor Analysis; Operations Management; Operation Analysis; Eyeglasses; Canada
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Nathaniel C. Lupton

Product Number: 9B08M049
Publication Date: 5/15/2008
Revision Date: 11/17/2014
Length: 18 pages

In April 2008, Bruce MacNaughton, president of Prince Edward Island Preserve Co. Ltd. (P.E.I. Preserves), was focused on turnaround. The company he had founded in 1985 had gone into receivership in May 2007. Although this had resulted in losses for various mortgage holders and unsecured creditors, MacNaughton had been able to buy back his New Glasgow shop/cafe, the adjacent garden property and inventory, and restart the business. He now needed a viable product-market strategy.

Teaching Note: 8B08M49 (9 pages)
Industry: Manufacturing, Retail Trade
Issues: Bankruptcy; Product Diversification; Growth Strategy; Exports; Tourism; SME
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Retail Institutions by Ownership

Raymond Pirouz, Janice Zolf

Product Number: 9B14A002
Publication Date: 3/20/2014
Revision Date: 3/20/2014
Length: 12 pages

The founder of a bricks-and-mortar kitchen accessories retail store, Jill's Table, is considering the expansion of her existing information-based website to an e-commerce presence, but wonders whether the factors that have led to her current success can be replicated in the virtual world. Students are asked to make decisions related to translating brand values from the real world to the virtual world; overcoming technological hurdles; addressing design issues in terms of the user experience; developing a content marketing and digital promotions strategy, including social media and email marketing; determining a pricing strategy; planning for fulfillment and returns; handling customer service and measuring performance.

Teaching Note: 8B14A002 (3 pages)
Industry: Retail Trade
Issues: Online retailing; etailing; ecommerce; Internet marketing; Canada
Difficulty: 4 - Undergraduate/MBA

Raymond Pirouz, Janice Zolf

Product Number: 7B14A002
Publication Date: 3/20/2014
Revision Date: 3/17/2014
Length: 8 pages

The founder discusses her motivation and state of mind and shares insight into the company’s vision and unique product mix.

Teaching Note: 8B14A002 (3 pages)

Karen Robson, Colin Campbell, Justin Cohen

Product Number: 9B13A032
Publication Date: 10/3/2013
Revision Date: 10/3/2013
Length: 7 pages

In early May 2013, Abercrombie & Fitch, a high-end clothing retailer in the United States, faced a loss of consumer confidence in its brand after quotes made by its CEO in an interview seven years earlier resurfaced. His remarks fostered the perception that the company was prejudiced against overweight people. In response, angry consumers released a YouTube video entitled #FitchTheHomeless urging people to donate their Abercrombie & Fitch clothing to homeless individuals. This video went viral and inspired negative feedback towards the company from both social media networks and mainstream media outlets. Abercrombie & Fitch’s first response came 12 days later with a second apology issued the following week. Nonetheless, the controversy continued, and by June, Forbes announced that the company’s BrandIndex Impression was at an all year low. How can Abercrombie & Fitch reverse the negative feedback and regain its consumers’ loyalty?

You might also like: Abercrombie and Fitch, Mountain Dew: The Most Racist Soft-drink Commercial in History?, Domino’s Pizza

Teaching Note: 8B13A032 (6 pages)
Industry: Retail Trade
Issues: Social media; crisis response; public relations; marketing; United States
Difficulty: 4 - Undergraduate/MBA

Kyle Murray, Ken Mark

Product Number: 9B07A003
Publication Date: 2/26/2007
Length: 9 pages

The founder/owner of Sunripe Marketplace (Sunripe) is thinking about the stores' product offerings. He has two fresh produce-focused stores and a unique set of distribution and store-level systems that differentiate Sunripe from other supermarkets. Being a small retailer allows the owner to only choose the best and freshest products for his two stores. His stores have several private labels that customers like. Sunripe's owner must now consider how to improve the marketing of these private labels.

Teaching Note: 8B07A03 (7 pages)
Industry: Retail Trade
Issues: Retail Marketing; Merchandising; Market Analysis
Difficulty: 4 - Undergraduate/MBA


Product Number: 7B06M049
Publication Date: 1/19/2007
Length: 13 pages

The Sunripe Marketplace video gives students a tour of Sunripe's newly opened Adelaide Street store in London, Ontario. Store manager Mike Brooks discusses the store's assortment and how private labels contribute to Sunripe's success.

Chapter 5:
Retail Institutions by Store-Based Strategy

Frank C. Schultz, Tina Doede, Elizabeth Nicknam

Product Number: 9B09M061
Publication Date: 8/10/2010
Length: 12 pages

The case focuses on the housewares subgroup within the overall retail sector. During the period considered by the case (1970s to 2006), housewares in North America saw the emergence of two big-box retailers - Linens 'n Things (LNT) and Bed Bath & Beyond (BBBY). LNT and BBBY were founded within four years of each other and their corporate headquarters were just 16 miles apart. Despite this remarkable similarity in starting conditions, their performance outcomes diverged sharply. On the surface, both companies were pursuing a similar business-level strategy of cost leadership, but key strategic decisions led them down quite different evolutionary paths. Both companies focused on providing consumers with high-quality houseware goods in a no-frills, value-priced environment, but LNT's decison to build centralized warehouses - seemingly consistent with a cost leadership strategy - ended up bringing it into direct competition with Target and Walmart. In contrast, BBBY allowed for greater decentralization in decision making, thereby allowing more store-level decision making and greater customization to local consumers' tastes. As a result, BBBY was able to better differentiate itself from Walmart and Target. The case allows instructors to introduce basic strategy concepts, such as industry and environmental analysis, business-level strategies, core competencies and administrative heritage. At the time of the case (February 2006), BBBY's market capitalization was approximately $10.7 billion, while LNT had just been acquired for $1.3 billion by a private equity firm. The case begins right after the acquisition and takes the perspective of the new CEO of LNT, who is tasked with devising a turnaround plan.

This is an excellent pre-assigned first-day-of-class case for instructors who are looking to get students thinking about core strategy concepts. It provides a unique opportunity to examine the importance of management's strategic choices on the ultimate success of a business within a dynamic industry.

Teaching Note: 8B09M61 (15 pages)
Industry: Retail Trade
Issues: Competitive Strategy; Private Equity; Core Competence; Organizational Change
Difficulty: 4 - Undergraduate/MBA

Kenneth G. Hardy, Veronika Papyrina

Product Number: 9B07A012
Publication Date: 8/3/2007
Revision Date: 5/15/2009
Length: 21 pages

In February 2007, Loblaw Companies Limited (Loblaw) was far and away the dominant food retailer in Canada with a market share of 35 per cent across its various retailing formats. As part of its long term retailing strategy and in a bid to reduce the impact of Wal-Mart Canada's entry into food retailing, in 2004 Loblaw began to build new The Real Canadian Superstores in Ontario and position them as blockers that resembled Wal-Mart's U.S. combination food and general merchandise superstores. It overhauled its entire logistical system to improve its cost structure and it brought in new senior executives in 2006. Unfortunately, The Real Canadian Superstores appeared to be disappointing some customers, retail analysts, industry experts and even former Loblaw executives. Meanwhile, Wal-Mart entered the retail food market in 2006 with distinctive emphasis on fresh produce and deli offerings on top of its low prices and wide assortment. The question for Loblaw's executive team was whether or not to make any strategic changes, and, if so, in what direction.

Teaching Note: 8B07A12 (8 pages)
Industry: Retail Trade
Issues: Competitiveness; Management Performance; Market Strategy; Retail Marketing
Difficulty: 4 - Undergraduate/MBA

Kyle Murray, Ramasastry Chandrasekhar

Product Number: 9B06A031
Publication Date: 11/23/2006
Length: 16 pages

The president of The Home Depot Canada (THDC), a subsidiary of U.S.-based The Home Depot Inc., had recently articulated her own vision for THDC: to become Canada's top retailer. To achieve this goal, THDC would have to continue to evolve to meet the changing needs of its customer base. The do-it-yourself segment, which THDC had nurtured, was giving way to the do-it-for-me segment. Attracting the female customer, towards whom The Home Depot Inc. had only recently turned its attention, was critical to future growth. The big-box format was approaching saturation in Canada's urban centers. The company would have to look for growth from secondary, inner city markets, requiring stores with less square footage. Did THDC need a new retailing strategy? The president wondered whether the strategy, which had been tried and tested, should be continued, tweaked or overhauled.

Teaching Note: 8B06A31 (8 pages)
Industry: Retail Trade
Issues: Retailing; Retail Marketing; Segmentation; Competitive Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Web, Nonstore-Based, and Other Forms of Nontraditional Retailing

Matthew Thomson, Emily Goldberg, Ben Gottlieb, Samantha Landy, Samuel Solomon, Lindsay Sittler

Product Number: 9B14A012
Publication Date: 5/14/2014
Revision Date: 5/14/2014
Length: 6 pages

This case discusses the future of the Dove brand and what type of advertising it should use moving forward. The brand has previously launched the Dove Real Beauty Campaign, which focuses on widening the definition of beauty. Students are given the history of the campaign and are asked to assess various options for the Dove brand.

Teaching Note: 8B14A012 (7 pages)
Industry: Manufacturing
Issues: Advertising; Canada
Difficulty: 3 - Undergraduate

Dante Pirouz, Raymond Pirouz, Dina Ribbink, Emily Chen-Bendle

Product Number: 9B13A004
Publication Date: 3/14/2013
Revision Date: 3/21/2013
Length: 14 pages

In 2012, small upscale bakery produces artisan-quality, hand-decorated cookies, generating $1 million in annual revenue. In the (A) case, the two co-owners investigate the role of pricing in driving growth for their business and allowing them to achieve several fundamental financial goals. In the (B) case 9B13A005, the partners explore the possibility of a website to drive direct-to-consumer sales on an e-commerce platform.

The multimedia elements of the case 7B13A004 will add to the richness of the conversation. (A higher price applies to this case due to color exhibits.)

Teaching Note: 8B13A004 (4 pages)
Industry: Manufacturing
Issues: Pricing; Operations; Small Business; Social Media; B2C; B2B; Canada
Difficulty: 4 - Undergraduate/MBA


Product Number: 7B13A004
Publication Date: 3/15/2013
Revision Date: 3/13/2013
Length: 35 pages

This two part DVD consists of a 5 minute introduction to the company and a 30 minute question and answer piece. To be used with 9B13A004, 9B13A005.

Dante Pirouz, Raymond Pirouz, Dina Ribbink, Emily Chen-Bendle

Product Number: 9B13A005
Publication Date: 3/14/2013
Revision Date: 3/13/2013
Length: 4 pages

A small upscale bakery produces artisan-quality, hand-decorated cookies, generating $1 million in annual revenue. In the (A) case 9B13A004, the two co-owners investigate the role of pricing in driving growth for their business and allowing them to achieve several fundamental financial goals. In the (B) case, the partners explore the possibility of a website to drive direct-to-consumer sales on an e-commerce platform.

The multimedia elements of the case 7B13A004 will add to the richness of the conversation.

Teaching Note: 8B13A005 (4 pages)
Industry: Manufacturing
Issues: Pricing; Operations; Small Business; Social Media; B2C; B2B; Canada
Difficulty: 4 - Undergraduate/MBA

Michael Parent, Anjali Bal, Karen Robson

Product Number: 9B12A063
Publication Date: 1/24/2013
Revision Date: 12/19/2012
Length: 8 pages

A recent business school graduate has enjoyed moderate success with her YouTube channel, which is devoted to videos detailing how to artistically transform T-shirts into unique fashion items. The entrepreneur has successfully monetized the site by allowing YouTube to place ads on it, through the YouTube Partner Program. The case outlines the entrepreneur’s efforts, describes her participation in YouTube’s Partnership Program and asks students to consider her next steps. The options include monetizing her videos by renting them through YouTube or another channel, creating and selling do-it-yourself kits, opening a physical store to sell her creations and to conduct classes or extending her brand into other arts and crafts.

Teaching Note: 8B12A063 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Internet marketing; e-Business models; small business; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Identifying and Understanding Consumers

Andrew Perkins

Product Number: 9B12A054
Publication Date: 11/6/2012
Revision Date: 11/6/2012
Length: 8 pages

UrbanBaby is a newly developed smartphone application (app) that allows users to address the difficult task of finding activities, restaurants and other forms of entertainment for newborns to young teens. A number of issues must be addressed if it is going to be profitable. First, the app’s creators, Alex and Pavel, are unsure how to characterize the large potential target market, parents, or if there are other target markets that might be interested. This is critical, as the success of the app depends on the cultivation of a strong online community that will contribute content. Second, they have to find a reliable source of data to populate the app. Third, they must decide whether to focus on Apple's operating system, which is popular in North America, or put more of their energy into competing operating systems that are much more popular in the rest of the world. Finally, they have a number of strategic marketing choices to make and to prioritize, including whether to keep the UrbanBaby brand name and risk the ire of similarly named competitors, how to price the app, how to position and promote the app and how to time the rollout. How these initial choices will affect subsequent strategic and tactical decisions is also a matter of concern.

Teaching Note: 8B12A054 (4 pages)
Industry: Retail Trade
Issues: Product Development; Branding; smartphone; Canada
Difficulty: 4 - Undergraduate/MBA

Dante Pirouz, Ramasastry Chandrasekhar

Product Number: 9B11A029
Publication Date: 10/11/2011
Revision Date: 8/15/2016
Length: 14 pages

In early 2008, Campbell Soup Company, a global food and beverage enterprise, is experimenting with a new way of understanding the mindset of its consumers. This has been prompted by the stagnation in sales of its soup products in the United States, its home market, where the soups category has matured. For decades, the company’s focus in marketing research has been on tracking how the end users, having bought its soup products at stores, consume them at home. But now, it is keen on tracking the shoppers while they are searching the retail aisles. The company is planning to deploy the techniques of consumer neuroscience, a relatively new discipline, for this purpose.

Teaching Note: 8B11A029 (9 pages)
Issues: Consumer Neuroscience; Packaged Goods Marketing; Consumer Insights; Merchandising and Retailing; United States
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce, Alykhan Alidina, Morley Ivers, Rachel Kay

Product Number: 9B01A018
Publication Date: 12/10/2001
Revision Date: 12/4/2009
Length: 7 pages

Future Shop is a large retail store chain that specializes in audio, video, computer equipment and software, and appliances. A student group has conducted a research study of Future Shop customers' perception of the strengths and weaknesses of the chain and submitted their findings.

Teaching Note: 8B01A18 (9 pages)
Industry: Retail Trade
Issues: Marketing Research; Consumer Satisfaction; Retail Marketing; Retailing
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Information Gathering and Processing in Retailing

Kyle Murray, Mike Moffatt

Product Number: 9B08A001
Publication Date: 1/31/2008
Length: 6 pages

In the fall of 2006, the president of Conroy's Acura was examining reports of the company's quarterly sales. He was concerned that despite a healthy economy, sales at his dealership were stagnant. The vice-president of sales of Conroy's Acura was constantly coming up with new marketing schemes to boost sales. But the president had difficulty determining how successful past marketing efforts had been in increasing profitability. He needed a way to put the numbers into context.

Teaching Note: 8B08A01 (3 pages)
Industry: Retail Trade
Issues: Customer Lifetime Value; Return on Marketing
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce

Product Number: 9A97A004
Publication Date: 9/10/1997
Revision Date: 2/2/2010
Length: 3 pages

After a successful roll-out throughout the Northeastern United States, Benjamin's Bagels is set to enter the Canadian market. The vice-president is reviewing information about potential sites in the Greater Toronto area, using micromarketing and geographic information systems. A supplemental file containing maps, product 7A97A004, accompanies this case.

Teaching Note: 8A97A04 (5 pages)
Industry: Retail Trade
Issues: Consumer Research; Retail Marketing; Shopping Centres; Marketing Research
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Trading Area Analysis

Ian McKillop, Julia Sagebien, Alba Brugueras

Product Number: 9B10M108
Publication Date: 3/3/2011
Length: 10 pages

The development coordinator for Just Us! Development Education Society (JUDES) was reviewing the preliminary agenda for the JUDES Annual General Meeting (AGM). The meeting would take place some time between May 1 and May 14, 2010, during Canada’s National Fair Trade Weeks. The coordinator was preparing her to-do list for the event. Just Us!, a Nova Scotia-based cooperative that offered fair trade products, had a very loyal regional following, and the coordinator wanted to communicate how the premium paid for fair trade products actually helped producer communities. She was planning several events for the AGM, most importantly presentations and discussions of the Community-based Tourism (CBT) trip that JUDES personnel had taken to Oaxaca, Mexico, in 2009, and planned to take again in 2010. For the AGM presentation, she wanted to organize the trip guidelines and the budget information into a triple bottom line format.

Teaching Note: 8B10M108 (13 pages)
Industry: Other Services, Retail Trade, Social Advocacy Organizations
Issues: Fair Trade; Cultural Preservation; Tourism; Triple Bottom-line Reporting; Cultural Sensitivity; Canada; Mexico
Difficulty: 4 - Undergraduate/MBA

Sara Loudyi, Julia Sagebien, Normand Turgeon, Ian McKillop

Product Number: 9B09A014
Publication Date: 9/10/2009
Revision Date: 6/9/2010
Length: 21 pages

Jeff and Debra Moore are the founders of Just Us!, a fair trade coffee cooperative, retailer and wholesaler. Just Us!’s mission is to actively promote fair trade and its benefits for producers in developing countries. The Moores have maintained a strong commitment to educating consumers while building strong brand identity and upholding constant growth. To support the main distribution channel in grocery stores, management opened four cafés (two each in Wolfville and Halifax) and distributed products on university campuses. Just Us!’s overall sales continued to grow, but sales were leveling off. In addition, the prevailing economic climate in Canada and increasing competition were worrying the founders. Recently, the Moores hired a new marketing director who was required to incorporate unique knowledge of fair trade practices, ethical purchasing and social entrepreneurship, combine it with typical growth-driven marketing decisions and ultimately propose a marketing plan that would consolidate coffee shop operations.

Teaching Note: 8B09A14 (15 pages)
Industry: Accommodation & Food Services
Issues: Services; Marketing Planning; Marketing Management; Fair Trade; Social Entrepreneurship
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Site Selection

Ahmed Maamoun

Product Number: 9B14A007
Publication Date: 4/11/2014
Revision Date: 9/25/2014
Length: 7 pages

In mid-January 2013, the owner of Lake Superior Lodge and its newly appointed manager were meeting to figure out a marketing plan to turn things around at the motel. The owner, who was born and raised in Duluth, Michigan, bought Lake Superior Lodge primarily because of its location. The property sat on the scenic North Shore of Lake Superior between Duluth and Two Harbors. Ten years later, however, the motel had yet to turn a profit. The manager was hired in late 2012 to operate the motel and to increase its profitability. If he could not make this happen, the owner would have no choice but to sell the property and move on.

Teaching Note: 8B14A007 (6 pages)
Industry: Accommodation & Food Services
Issues: Location; marketing plan; hospitality industry; small business; United States
Difficulty: 1 - Introductory

Mary Conway Dato-on

Product Number: 9B10A008
Publication Date: 6/10/2010
Length: 15 pages

Ten Thousand Villages (TTV) is a nonprofit fair trade retail organization with a store located in Cincinnati, Ohio. During the store's opening and first two years of operations (2002-2004), Karen, the chair of the board of directors, and Cheryl, the store manager, struggle to develop a customer-focused plan to ensure sales increases for their unique operation. Marketing issues ranging from store location selection to inventory selection and promotion are presented. In addition to covering an alternative method of doing business - nonprofit enterprise - the case provides a platform for customer relationship management (CRM) implementation in a small, nonprofit environment.

Teaching Note: 8B10A08 (8 pages)
Industry: Social Advocacy Organizations
Issues: Not-For-Profit Marketing; Fair Trade; Retailing; Customer Value Segmentation
Difficulty: 3 - Undergraduate

Chapter 11:
Retail Organization and Human Resource Management

Stewart Thornhill, Ken Mark

Product Number: 9B12M053
Publication Date: 5/4/2012
Revision Date: 5/4/2012
Length: 21 pages

Keith Palmerston, managing director at PKG Capital, is thinking about what to do with his firm’s holdings in Kraft Foods. In early 2010, Kraft, primarily a grocery products firm, is trying to acquire Cadbury, a well-known U.K.-based chocolate manufacturer. Palmerston is trying to determine if Cadbury is a good fit for Kraft’s operations and if the transaction will generate value for shareholders. This case can be used in a strategy course as part of a negotiations module for strategic analysis, and to discuss the topic of valuation.

Teaching Note: 8B12M053 (7 pages)
Industry: Retail Trade
Issues: Mergers & Acquisitions; Strategic Change; Strategy Development; Valuation; Negotiation; Chocolate; United Kingdom
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Alex Antoniou

Product Number: 9B04D006
Publication Date: 6/24/2004
Revision Date: 10/9/2009
Length: 17 pages

Canadian Tire is a large automotive parts, sports and leisure, and home improvement retail store chain. With the rise in the number of large retail outlets, the company needed to look at ways to maintain and increase sales. Continuous improvements were made to store design and in-store operations. The vice-president of store planning and merchandising was evaluating checkout configurations. He needed to make his decision soon to avoid delaying the construction of four new test stores. He has three options; continue using the current tandem system, add self check-outs or switch to a single line configuration. He must analyze the three options to determine the benefits and trade-offs of each.

Teaching Note: 8B04D06 (7 pages)
Industry: Retail Trade
Issues: Process Design/Change; Service Operations; Store Layout; Retailing
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Operations Management: Financial Dimensions

Ron Mulholland, Anthony Davis, Amanda Goupil, Christine Harvey, Kyle Marcus

Product Number: 9B12A034
Publication Date: 12/7/2012
Revision Date: 11/26/2012
Length: 11 pages

A four-year-old cosmetics company is experiencing the typical difficulties of a company evolving from a mom-and-pop operation to a scalable, systems-driven organization. The CEO and founder recognized a problem and opportunity with foundation makeup. She developed a self-adjusting, hard-powder makeup for use on any skin tone. Following an appearance on a reality TV show for entrepreneurs and numerous other promotional measures, the company’s sale grew to nearly $800,000. The recent acquisition of chain store clients requires the company to raise capital to finance the required inventory. Additionally, the company has consolidated its operations into a 4,000 square foot facility to improve logistics, quality control and management efficiency. Ambitious sales projections include a doubling of sales for the next two years. To support this projected growth, the CEO must ensure the appropriate systems are in place. She also needs to finance a marketing program to drive growth.

Teaching Note: 8B12A034 (6 pages)
Industry: Retail Trade
Issues: Business growth; product development; segmentation; Canada
Difficulty: 4 - Undergraduate/MBA

Christopher A. Ross

Product Number: 9B10A018
Publication Date: 10/20/2010
Length: 14 pages

Canada is becoming increasingly multi-ethnic and many members of these groups start small retail businesses. This case is an example of one such situation. Princessa sold beauty products to the English speaking black community in Montreal. In 2005 and 2006, sales were flat and, in 2007, sales fell by about 16 per cent. The owner was concerned and wondered what action, if any, he should take. While the issues were clearly marketing oriented, recommendations and their implementation were constrained by limited human and financial resources.

Demographic information and maps for Montreal are provided. The case is designed to familiarize students with issues related to marketing to ethnic groups, dealing with secondary data, defining a retail market and developing a strategic plan for a small business operating under severe resource constrictions.

Teaching Note: 8B10A18 (11 pages)
Industry: Retail Trade
Issues: Market Analysis; Marketing Planning; Marketing Defense Strategies; Retail Marketing; Small Business
Difficulty: 4 - Undergraduate/MBA

Kyle Murray, Ken Mark

Product Number: 9B06A001
Publication Date: 2/6/2006
Revision Date: 9/8/2009
Length: 11 pages

The founder and owner of Jill's Table, a specialty food and housewares store is thinking about the challenges ahead of her. As a small business operating in the same arena as the mass merchandising chains, she has to decide how to position her service offerings so as to survive and even thrive in a highly competitive environment. As a Retailer of the Year award winner (2004 Canadian Gift and Tableware Association, Housewares and Gourmet Division), she knows that her challenges go beyond competition and touch on areas such as customer service, associate training, buying and finance.

Teaching Note: 8B06A01 (9 pages)
Industry: Retail Trade
Issues: Marketing Management; Leadership; Small Business; Services
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Operations Management: Operational Dimensions

Michael R. Pearce, Brad Hause

Product Number: 9B00A020
Publication Date: 8/28/2002
Revision Date: 1/7/2009
Length: 29 pages

The project manager for the Liquor Control Board of Ontario faces store network decisions in southeast Toronto. The Liquor Control Board of Ontario has developed a new five-year strategy in which all of their stores will be revamped into one of the four new formats, which has led to a review of every one of their nearly 600 retail locations. With a store within five minutes of 86% of the population of Ontario, the project manager's task is not about expanding coverage but rather improving the performance of the retail network. The (A) case focuses on what to do about a particular store in the area. The Liquor Control Board of Ontario (B): Market Segmentation, product 9B00A021 is a short follow-up about further decisions on store layout and merchandising. (A higher price applies to this case due to color exhibits.)

Teaching Note: 8B00A20 (14 pages)
Industry: Retail Trade
Issues: Consumer Analysis; Retailing; Market Segmentation
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce, Brad Hause

Product Number: 9B00A021
Publication Date: 8/28/2002
Revision Date: 1/7/2010
Length: 3 pages

This supplement to Liquor Control Board of Ontario (A): Market Segmentation, product 9B00A020 looks at the decisions the project manager must make on store layout and merchandising.

Teaching Note: 8B00A20 (14 pages)
Industry: Retail Trade
Issues: Consumer Analysis; Retailing; Market Segmentation
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Developing Merchandise Plans

David Wood, Norman Gao

Product Number: 9B13D017
Publication Date: 11/8/2013
Revision Date: 1/14/2019
Length: 11 pages

In mid-2008, the senior vice-president of Global Supply Chain at Elizabeth Arden in New York City was troubled with the challenges that lay before him. He had been hired to make sweeping changes to the company’s management of its supply chain, and he had already made a significant impact in forecasting, inventory control and service performance. His next move would require a radical consolidation of suppliers, make dramatic changes to inventory management, have a far-reaching impact on product development and require major lead time reductions. Given such a disruptive move, would current suppliers be able to meet expectations? Could the company’s current employees keep up with the pace of change expected? How many would have to be let go, and what would this do the morale of the workforce? Were significant results to shareholders really achievable? How much money would be saved, where would the savings come from and when would they be realized? The senior vice-president was determined to execute the re-engineering in a manner that would best address all these concerns.

Teaching Note: 8B13D017 (15 pages)
Industry: Retail Trade
Issues: Strategy; design; restructuring; impact of supply chain innovation; United States
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce, Esther Benzie

Product Number: 9A95A006
Publication Date: 6/12/1995
Revision Date: 2/11/2010
Length: 14 pages

The key account manager at Pioneer Products, sat before her computer pondering the challenge that faced her. She had been asked by the category manager at King's Food Store (KFS) to work with him on a review of the table syrup category. She knew that the performance of the table syrup category, and indeed, the various brands and items within the category, had caused some concern at KFS recently. The table syrup category was a small one for King's Food Store and they really needed the expertise and resources available from the syrup manufacturers to improve the performance of the category. She knew that the category review was the first step in developing a category management program with KFS. She was excited about the opportunity to partner with KFS but she knew that she had a lot of work to do to review and understand the category before making her initial presentation. As she prepared for her task, she wondered what market and product performance information to review and what recommendations she would make to KFS. A follow-up case (9A95A007) is available.

Teaching Note: 8A95A06 (10 pages)
Industry: Retail Trade
Issues: Supplier Relations; Retailing; Product Management
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce, Esther Benzie

Product Number: 9A95A007
Publication Date: 6/12/1995
Revision Date: 2/11/2010
Length: 25 pages

The key account manager at Pioneer Products, was elated. She had just presented the category manager at King's Food Stores (KFS), with her observations and preliminary recommendations based on her review of the table syrup category (see King's Food Stores (A), 9A95A006). He was delighted with her new insights into the category and was now considering the formation of a strategic alliance with Pioneer Products to manage the table syrup business. He had just provided her with additional valuable, confidential information about consumer behaviour, pricing, and promotions. Her challenge now was to develop further her recommendations for KFS.

Teaching Note: 8A95A06 (10 pages)
Industry: Retail Trade
Issues: Supplier Relations; Retailing; Product Management
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Implementing Merchandise Plans

Edward Gamble, Peter W. Moroz, Stewart Thornhill

Product Number: 9B11M079
Publication Date: 10/5/2011
Revision Date: 10/25/2011
Length: 14 pages

After working together on a university business plan, two entrepreneurs worked for three years to develop their venture: Shutout Solutions Inc. Their start-up venture was established in response to an issue familiar to most hockey players: notoriously smelly equipment. While their familiarity with hockey equipment helped them identify a specific problem, subsequent research revealed a much broader issue: the need to clean products made of micro-fibre. Utilizing a technology that addressed the micro-fibre odour issue, they believed they had a five-year opportunity window to develop and profit from the business before it was imitated or superseded. As they considered their options, they realized that they might have to choose to focus their resources on a single product line rather than continue to develop their current portfolio of a detergent, body wash, and spray. They also questioned whether they were using the right channel - gyms and sporting goods stores - to reach customers. The opportunity to pursue bulk institutional sales was also intriguing, though it would require a different sales, pricing, and distribution strategy. Also, they considered how they might respond to an offer to sell the company in its current form.

Teaching Note: 8B11M079 (4 pages)
Industry: Retail Trade
Issues: Entrepreneurial Business Growth; Entrepreneurial Opportunity; Feasibility Analysis; Growth Strategy; Intellectual Property; Hockey; Hill
Difficulty: 4 - Undergraduate/MBA

P. Fraser Johnson

Product Number: 9B09D005
Publication Date: 3/9/2009
Length: 10 pages

In May 2007, the chief operating officer at TSC Stores in London, Ontario, asked the director of distribution to evaluate the company's supply chain strategy and make recommendations to the board of directors. The chief operating officer was concerned about the ability of the company's supply chain to support the corporate business plan, which called for 20 per cent annual growth over the next three years. Preliminary analysis indicated that TSC would need more distribution capacity by first quarter 2008, which gave the director of distribution only six to eight months to evaluate options and implement a plan. The chief operating officer and the board would want to know the process and schedule that the director of distribution intended to follow to deal with the evolving capacity demands in distribution.

Teaching Note: 8B09D05 (11 pages)
Industry: Retail Trade
Issues: Supply Chain Strategy; Capacity Planning; Distribution
Difficulty: 4 - Undergraduate/MBA

Robert J. Fisher, Karen Bong, Ken Mark

Product Number: 9B01A026
Publication Date: 3/11/2002
Revision Date: 12/7/2009
Length: 22 pages

Canadian Tire is a large retailer of automotive, hardware and houseware products. As part of the company's marketing strategy, the executive director of corporate affairs is reviewing four social marketing programs and must decide which program the company will adopt. She must analyse each of the social marketing programs and assess how the program will contribute to the company's competitive position. She also needs to convince the company's independent associate dealers to adopt and implement the chosen program.

Teaching Note: 8B01A26 (8 pages)
Industry: Retail Trade
Issues: Advertising Strategy; Marketing Communication; Market Strategy; Marketing Research
Difficulty: 4 - Undergraduate/MBA

Chapter 16:
Financial Merchandise Management

Simon Parker, Rocky Liu

Product Number: 9B10A013
Publication Date: 5/21/2010
Length: 6 pages

MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel crowd-sourcing business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.

Teaching Note: 8B10A13 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Internet; Competition; Dominant Designs; New Venture Challenges; Startups
Difficulty: 4 - Undergraduate/MBA

Chapter 17:
Pricing in Retailing

Kyle Murray, Ramasastry Chandrasekhar

Product Number: 9B06A032
Publication Date: 11/23/2006
Length: 11 pages

In December 2005, The Home Depot Canada (THDC) rolls out its EcoOptions product line. The market for environment-friendly products has been changing in terms of vendor interest, consumer demand and competitive dynamics. THDC has been pushing that change with EcoOptions, which started off as a pilot project in March 2004. The project was driven by a larger vision of making EcoOptions the leading environmental brand in the global home-improvement market. Translated into measurable goals, it meant that 10 per cent of THDC's assortment of about 50,000 SKUs would be designated as EcoOptions by 2010. This case introduces many of the critical issues in strategic merchandising and assortment decisions, with a focus on the management of a major shift in the retailer's product assortment.

Teaching Note: 8B06A32 (5 pages)
Industry: Retail Trade
Issues: Pricing Strategy; Retailing; Retail Marketing; Assortment
Difficulty: 4 - Undergraduate/MBA

Chapter 18:
Establishing and Maintaining a Retail Image

Michael Sider, Paul Bigus

Product Number: 9B11M095
Publication Date: 10/7/2011
Revision Date: 8/13/2012
Length: 8 pages

November 29, 2010, was “Cyber Monday,” one of the busiest online shopping days of the year, with the potential to approach $1 billion in online sales in North America. The chief designer of fashion company Donna Karan New York (DKNY) was facing a difficult situation. On this particular Cyber Monday, activists for the animal rights group People for the Ethical Treatment of Animals (PETA) had posted simultaneous messages on DKNY’s Facebook page. Anyone viewing the page could not fail to discern the “DK Bunny Butcher” message. This action by PETA was the culmination of several years, beginning in 2005, of attempting to convince DKNY to stop using fur in its collections. This November 29 message was a sharp reminder to both DKNY and its Cyber Monday customers that, up to this point, the company had refused to stop using fur. It was available to be viewed by DKNY’s over 200,000 Facebook fans as well as millions of online Cyber Monday shoppers. The chief designer was unsure how to respond: on one hand was the desire to clearly explain the use of fur, but on the other was the desire to avoid escalating the publicity surrounding the matter. She needed an immediate strategy that would retain her brand’s image and protect future sales.

Teaching Note: 8B11M095 (8 pages)
Industry: Retail Trade
Issues: Ethical Issues; Social Media; Online Retail; Non-Profit Organizations; Management Communication; Fashion Industry
Difficulty: 4 - Undergraduate/MBA

Robert J. Fisher, Murray J. Bryant, Pankaj Shandilya

Product Number: 9B05A022
Publication Date: 9/1/2005
Revision Date: 9/24/2009
Length: 11 pages

Boots Group PLC, one of the best known and respected retail names in the United Kingdom, provided health and beauty products and advice that enhanced personal well being. The marketing manager at Boots was planning his sales promotion strategy for a line of professional hair-care products. The professional hair-care line consisted primarily of shampoos, conditioners and styling products (gels, wax, mousse, etc.) developed in collaboration with United Kingdom's top celebrity hairdressers. The marketing manager's challenge was to select one of three promotional alternatives - get three for the price of two, receive a gift with purchase or an on-pack coupon - for the Christmas season. He realized that the alternative he selected would have both immediate effects on costs and sales, but also long-term implications for the brands involved. His primary objective was to drive sales volumes and trade-up consumers from lower-value brands, while retaining or building brand equity.

Teaching Note: 8B05A22 (6 pages)
Industry: Retail Trade
Issues: Sales Promotion; Advertising Management; Brands
Difficulty: 4 - Undergraduate/MBA

Robert J. Fisher, Ken Mark

Product Number: 9B00A025
Publication Date: 12/7/2000
Revision Date: 1/7/2010
Length: 6 pages

Consumer sales promotions are used to acquaint new users with a brand, to load existing users and to maintain interest in the brand on the part of the salesforce, the retailers and the consumers. Four promotions are presented in this exercise - two which were considered successful by the manufacturer and two which were not. These promotions provide the background information necessary for students to: consider the characteristics of each promotion and the surrounding circumstances; evaluate and determine which promotions were successful; and develop a rationale of which factors are important for successful promotions.

Teaching Note: 8B00A25 (10 pages)
Industry: Retail Trade
Issues: Marketing Management; Evaluation Research
Difficulty: 4 - Undergraduate/MBA

Chapter 19:
Promotional Strategy

Matthew Thomson, Ken Mark

Product Number: 9B10A023
Publication Date: 11/1/2010
Length: 6 pages

The founder of organicKidz is trying to create a plan to grow her start-up manufacturing firm. Calgary-based organicKidz is a manufacturer of stainless steel baby bottles and is sold in more than five countries. The founder's challenge is how to convey the superior benefits of her product and manage her retail channels given her limited resources. The setting of the case is at the September 2009 juvenile products tradeshow in the United States where organicKidz has to make a few key decisions about product promotion. All the key buyers from the retail organizations the founder is targeting will be at the show. In particular, the buyer from Costco, a large warehouse club chain, is interested in carrying her bottles and the founder wonders how she should respond.

Teaching Note: 8B10A023 (5 pages)
Industry: Manufacturing
Issues: Marketing Channels; Customer Relations; Decision Analysis
Difficulty: 4 - Undergraduate/MBA

Kyle Murray, Miranda R. Goode, Fabrizio Di Muro

Product Number: 9B09A026
Publication Date: 1/11/2010
Length: 12 pages

Apple Inc. is one of the world's most successful and most recognizable companies. Over its 30 year existence, the company had seen a lot of changes in the computer industry. What would the future hold for the computer giant in a rapidly changing world? How should the company allocate resources between its more traditional offerings (computers) and its newer products (iPods, iPhones, Apple TV, etc.) in order to maintain and improve its market position. Also, how should Apple's unique retail strategy be used to support the company's product decisions, and by capitalizing on new and emerging trends thus further maintaining its competitive advantage.

Teaching Note: 8B09A26 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Competitive Advantage; Strategic Planning; Retailing; New Products
Difficulty: 4 - Undergraduate/MBA

Niraj Dawar, Ramasastry Chandrasekhar

Product Number: 9B07A009
Publication Date: 11/21/2007
Revision Date: 4/3/2008
Length: 11 pages

Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and myriad proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally.

Teaching Note: 8B07A09 (4 pages)
Industry: Retail Trade
Issues: Advertising; Customer Loyalty; Brand Repositioning; Data-driven Marketing
Difficulty: 4 - Undergraduate/MBA