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This case is widely applicable because it is short, easy to understand, involves an industry that students are familiar with, yet offers the opportunity for in-depth discussion of some basic strategic issues. The case illustrates the downside of building a competitive advantage based on positioning alone and gives the students an opportunity to grapple with the difficulty in building competitive advantage from a position of apparent disadvantage. It also presents an example of how strategy can emerge from a seemingly inconsequential decision. This case has a difficulty level of 3 or 4. It could be positioned at the beginning of an undergraduate course in strategic management, or be used later in a strategic management course to support a discussion on competitive advantage and/or strategic change. It could also be easily used in a small business or entrepreneurship course when covering the topic of strategic management.