Jagged Peak: The Case For Going Direct

This case explores the opportunities and challenges confronting Jagged Peak during its first decade in operation. For nearly ten years, Jagged Peak had grown at a rapid pace despite the absence of a defined competitive strategy or formal marketing plan. Today, Jagged Peak management faces strategic decisions that impact the company’s future success and perhaps position the organization as a pioneer in an already saturated e-commerce solutions marketplace. The company does not have a definitive strategy for obtaining or retaining customers. The team that struggled to define their company mission and vision is faced with the challenge of identifying their value proposition and target market. A task that is typically completed during the formation of a business was being re-evaluated nearly ten years after the company’s inception -- to define their position in the market. &nbsp

Mexx - An Attitude, A Lifestyle, A Kiss: A Case Study In Global Strategy

This case explores the opportunities and challenges confronting Mexx in the early 21st century. For more than 20 years, Mexx, an Amsterdam-based global retailer, grew quickly and successfully.  Purchased by the Liz Claiborne organization in 2001, at the turn of the century, Mexx was poised for continued expansion and support to build a powerful, global retail brand. In 2008, Mexx management faces strategic decisions that will impact the company’s future in the highly competitive global fashion arena

Indian Tigers, Chinese Dragons: Uncertainty, Risk, And Entrepreneurial Behavior

This paper examines entrepreneurship in two of the modern marvels of emerging markets: China and India. Both of these countries have immense economic problems, but are growing at a strong rate. These growth rates are also creating powerful entrepreneurial forces. Which region is going to develop more entrepreneurs or attract foreign investments quicker is the key to a race between the two countries. This paper presents a conceptual framework that shows the relationships between uncertainty, risk, and entrepreneurial behavior, and also the problems and successes of entrepreneurs, with illustration of three cases from each country. The paper discusses similarities and differences in entrepreneurial risk taking between the two countries and presents key factors that impact entrepreneurial activity in these two countries. This paper has implications for companies seeking new markets, or business partners in these nations