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Case
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Reference no. 309-207-1
Published by: London Business School
Published in: 2009
Length: 25 pages
Data source: Field research

Abstract

This case is set in 2008 and examines the decision by Mark Price, the Managing Director of the UK supermarket chain Waitrose, on what strategy to employ to grow his company. His target is to grow Waitrose from 4% of the UK grocery market to 8% by 2017. The case allows for a fascinating discussion of the pros and cons of the various strategies considered, as well as the organisational constraints of growth. The key questions being addressed are: (1) how can a company outgrow its niche without destroying its brand identity? (2) how can a company diversify into other markets and what are the dangers of diversification? (3) how can a company expand internationally and what are the challenges of international expansion? (4) what are the risks and problems of growing through acquisitions? (5) what are the challenges of operating two business models simultaneously (in this case, traditional distribution along with on-line distribution)? and (6) what are the organisational constraints to growth and what needs to change (in terms of culture, structure, incentives and people) to facilitate growth?
Location:
Industry:
Size:
USD5 billion revenues
Other setting(s):
2008

About

Abstract

This case is set in 2008 and examines the decision by Mark Price, the Managing Director of the UK supermarket chain Waitrose, on what strategy to employ to grow his company. His target is to grow Waitrose from 4% of the UK grocery market to 8% by 2017. The case allows for a fascinating discussion of the pros and cons of the various strategies considered, as well as the organisational constraints of growth. The key questions being addressed are: (1) how can a company outgrow its niche without destroying its brand identity? (2) how can a company diversify into other markets and what are the dangers of diversification? (3) how can a company expand internationally and what are the challenges of international expansion? (4) what are the risks and problems of growing through acquisitions? (5) what are the challenges of operating two business models simultaneously (in this case, traditional distribution along with on-line distribution)? and (6) what are the organisational constraints to growth and what needs to change (in terms of culture, structure, incentives and people) to facilitate growth?

Settings

Location:
Industry:
Size:
USD5 billion revenues
Other setting(s):
2008

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