More search options
Basket icon
No items
Basket icon

Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Prize winner
Case
-
Reference no. 9B18A043
Subject category: Marketing
Authors: Christopher Ross (John Molson School of Business, Concordia University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-06-29
Length: 11 pages
Data source: Field research
Topics: Marketing strategy; Positioning; Channel; Channel management; Small business; Marketing; Entrepreneurship
Share a link: https://casecent.re/p/153485
| No reviews for this item
This product has not been used yet
View our pricing guide or login to see prices.

Abstract

PromenAid Inc, located in Montreal, Canada, and founded in 2010, was a producer of satin-anodized modular handrails for mobility-impaired customers. The company had begun experiencing significant growth in sales in 2016. Further, the projections of the vice-president of Commercial Operations suggested explosive growth between 2017 and 2020. However, he was concerned about demand stimulation, positioning and differentiation, and choosing channels of distribution. In addition, he was concerned about the potential effect of growth on cash flow and the organizational structure. Changes had to be made to ensure the company's potential growth.
Location:
Canada
Industry:
Construction
Size:
Small
Other setting(s):
2017
Teaching note
-
Reference no. 8B18A043
Subject category: Marketing
Authors: Christopher Ross (John Molson School of Business, Concordia University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-06-29
Length: 11 pages
Data source: Field research
View full details

About

Abstract

PromenAid Inc, located in Montreal, Canada, and founded in 2010, was a producer of satin-anodized modular handrails for mobility-impaired customers. The company had begun experiencing significant growth in sales in 2016. Further, the projections of the vice-president of Commercial Operations suggested explosive growth between 2017 and 2020. However, he was concerned about demand stimulation, positioning and differentiation, and choosing channels of distribution. In addition, he was concerned about the potential effect of growth on cash flow and the organizational structure. Changes had to be made to ensure the company's potential growth.

Settings

Location:
Canada
Industry:
Construction
Size:
Small
Other setting(s):
2017

Related

Teaching note
-
Reference no. 8B18A043
Subject category: Marketing
Authors: Christopher Ross (John Molson School of Business, Concordia University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-06-29
Length: 11 pages
Data source: Field research
View full details
Awards, prizes & competitions