Product details

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Abstract

The case examines various strategies adopted by the US based Gateway Inc, a leading computer retailer, in its efforts to capture a sizeable market share in the consumer and small business segment in the US. It discusses in detail the ''clicks-and-mortar'' and ''beyond-the-box'' strategies, their implementation by Gateway and their implications. The case also identifies the drawbacks of these strategies that resulted in their short-term success. Finally, the case describes the ''new'' strategy announced by Gateway in late 2002 and examines its implications for the company in 2003 and beyond. This case is designed to enable students to: (1) identify and study the unique strategies adopted by a company to focus on a niche segment in order to succeed in the IT industry; (2) understand the key components of ''clicks-and-mortar'' and ''beyond-the-box'' strategies; (3) gain insights into how the changes in the environment - external and internal - can have a devastating impact even on a company implementing innovative strategies; (4) appreciate how companies are compelled to expand into other segments of the industry in order to maintain growth rates due to increased competition; (5) examine the positive and negative implications of entering into new related businesses and diluting focus on the core business; and (6) discuss the strategies that need to be adopted by a leading global PC retailer to restructure the business in the wake of tough competition and slowdown in the industry. The case is targeted at MBA/PGDBA students and is intended to be part of the strategy and general management curriculum.
Location:
Industry:
Size:
Large
Other setting(s):
1985-2003

About

Abstract

The case examines various strategies adopted by the US based Gateway Inc, a leading computer retailer, in its efforts to capture a sizeable market share in the consumer and small business segment in the US. It discusses in detail the ''clicks-and-mortar'' and ''beyond-the-box'' strategies, their implementation by Gateway and their implications. The case also identifies the drawbacks of these strategies that resulted in their short-term success. Finally, the case describes the ''new'' strategy announced by Gateway in late 2002 and examines its implications for the company in 2003 and beyond. This case is designed to enable students to: (1) identify and study the unique strategies adopted by a company to focus on a niche segment in order to succeed in the IT industry; (2) understand the key components of ''clicks-and-mortar'' and ''beyond-the-box'' strategies; (3) gain insights into how the changes in the environment - external and internal - can have a devastating impact even on a company implementing innovative strategies; (4) appreciate how companies are compelled to expand into other segments of the industry in order to maintain growth rates due to increased competition; (5) examine the positive and negative implications of entering into new related businesses and diluting focus on the core business; and (6) discuss the strategies that need to be adopted by a leading global PC retailer to restructure the business in the wake of tough competition and slowdown in the industry. The case is targeted at MBA/PGDBA students and is intended to be part of the strategy and general management curriculum.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
1985-2003

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