Question:
Examine the June 15, 2015 announcement of a U$2.73bn acquisition by Hudson’s Bay (which also owns “the Bay” in Canada and Sachs-Fifth Avenue, among other brands in the U.S.) of Metro’s Galeria Kaufhof (of Cologne-based German high-street brand name) with the aim to expand business in Germany and Belgium.
Questions:
1. In your opinion, what International Business issues should the Hudson Bay Company be taking into consideration in developing its future strategy for the new division Kaufhof?
2. Should Hudson Bay be looking to expand the Kaufhof’s brand into U.S. and Canadian markets? If so, where and how might this expansion occur? And, at what rate (in terms of number of new locations opened)?
3. In your analysis consider the differences in culture, business ethics and political outlook across the three countries; and how these might affect your recommendations for the new combined company?
One important distinction for this course vis-à-vis the way that cases are prepared in some other courses relates to the use of the ‘Status Quo’ (or the ‘do not do anything’ alternative) as an alternative solution. In the case studies in this course you are permitted but not required to include the ‘Status Quo’ as an alternative. For those who are not familiar with the case study method, the purpose is to provide students with “real-life” situations that require managerial action. Completing a case study is intended to develop managerial capabilities within students, at least as it pertains to the decision making process. Cases can be from 1 to 30 pages long and provide an assortment of facts, details and issues for students to consider in coming to a decision regarding: (1) if the company faces a problem that requires action on the part of managers, (2) the nature of this problem, including both direct and in-direct causes of the problem and (3) the specific actions that should be taken in order to improve or rectify the situation that the firm faces. Students are typically asked to role-play by assuming that they are either an individual identified in the case or an individual being asked to provide specific advice to the central organization in the case study.
The case study assignment follows a format that is similar to those used in other Telfer courses. Specifically, students will be provided with a case study document that recounts a real management challenging facing a manager/management team. Students are to then analyse the situation by defining the Primary Problem, developing Alternative Solutions, and creating an Implementation Plan that covers the short/medium/long term.
The case study is an individual assignment. However, students are encouraged to work together in preparing their reports. This said, the written portions of each case study should be the unique work of the student submitting the assignment. The Case Study must follow the following structure. Marks are assigned per section and omission of a section will result in those marks not being awarded.
Executive Summary (omission reduces presentation marks)
o One page, using bullet-form where appropriate
o Includes a statement of the Primary Problem
o Lists numerically the alternative solutions developed
o Identifies the recommended solution and provides a brief justification of this choice
Primary Problem – 5 marks
o Should be as concise as possible
o Clearly identifies the decision that needs to made
o Should not be framed as a question
o Will be the basis for action for each Alternative Solution
Secondary Problems – 5 marks
o Identifies all other (i.e. non-primary) problems that the organization and personnel are facing
Implications on the Organization – 5 marks
o Future oriented
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