Subject category:
Strategy and General Management
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Wits Business School - University of the Witwatersrand
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Abstract
In April 2011, Hani Niayesh, owner and managing director of breakfast cereal manufacturer, Tia’s Muesli, received an unexpected phone call from the Pick n Pay Hypermarket Head Office. The retailer, which formed part of one of South Africa’s biggest supermarket chains, invited Tia’s to list with it again. In 2009, Niayesh had obtained a listing at a few Pick n Pay Hypermarkets in Johannesburg. Eighteen months later he delisted, disillusioned by his experience. Despite promises of support from the retailer, Niayesh was undecided whether to venture back into what he recalled to be a minefield. Would it make business sense for Tia’s Muesli to list with the retailer again?
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Abstract
In April 2011, Hani Niayesh, owner and managing director of breakfast cereal manufacturer, Tia’s Muesli, received an unexpected phone call from the Pick n Pay Hypermarket Head Office. The retailer, which formed part of one of South Africa’s biggest supermarket chains, invited Tia’s to list with it again. In 2009, Niayesh had obtained a listing at a few Pick n Pay Hypermarkets in Johannesburg. Eighteen months later he delisted, disillusioned by his experience. Despite promises of support from the retailer, Niayesh was undecided whether to venture back into what he recalled to be a minefield. Would it make business sense for Tia’s Muesli to list with the retailer again?
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