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Abstract
This case is set in mid-1996 at a significant milestone in the company''s development. It employs 35-40 people and has a turnover approaching £1.5 million. It won a share of a contract to build buses for the State transport company CIE and by 1996 has seen off several competitors for that contract and has secured the on-going contract to build all CIE''s requirement in that category. In mid-1996, it is planning the launch of a new coach, designed to the company''s specification.The new product is certain to lead ECB into export markets for the first time. Several key decisions must be made in a relatively short period of time. Theoretical issues such as methods and process of a new product development, branding, channels of distribution and market selection can be examined.The case also lends itself to analysis, perhaps through the use of a SWOT and environmental analysis and offers the student an opportunity to develop an outline strategy for the new product.
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Abstract
This case is set in mid-1996 at a significant milestone in the company''s development. It employs 35-40 people and has a turnover approaching £1.5 million. It won a share of a contract to build buses for the State transport company CIE and by 1996 has seen off several competitors for that contract and has secured the on-going contract to build all CIE''s requirement in that category. In mid-1996, it is planning the launch of a new coach, designed to the company''s specification.The new product is certain to lead ECB into export markets for the first time. Several key decisions must be made in a relatively short period of time. Theoretical issues such as methods and process of a new product development, branding, channels of distribution and market selection can be examined.The case also lends itself to analysis, perhaps through the use of a SWOT and environmental analysis and offers the student an opportunity to develop an outline strategy for the new product.