Retail Expansion Strategy - Publications - Faculty & Research - Harvard Business School

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June 2013 (Revised March 2014)
Case

Hennes & Mauritz, 2000

By: John R. Wells and Galen Danskin

In 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999,... View Details

Keywords: Strategy; Strategy Alignment; Strategic Planning; Fashion; Risk Management; Competition; Problems and Challenges; Management Teams; Globalized Firms and Management; Expansion; Distribution Channels; Retail Industry; Retail Industry; Sweden

November 2017
Teaching Note

Reinventing Best Buy

By: John R. Wells and Gabriel Ellsworth

Teaching Note for HBS No. 716-455. On March 1, 2017, Best Buy Company, Inc., North America’s largest retailer of consumer electronics and appliances, announced a third year of comparable-store sales increases and a 20.8% increase in domestic comparable online sales.... View Details

Keywords: Best Buy; Hubert Joly; Renew Blue; Showrooming; Webrooming; E-commerce; E-Commerce Strategy; Online Retail; Multichannel Retailing; Omnichannel; Marketplaces; Turnaround; Consumer Electronics; Consumer Electronics Accessories; Appliances; Stores-within-stores; Store Experience; Store Size; Store Pickup; Store Management; Delivery; Delivery Models; Amazon; Amazon.com; Pricing Strategy; Business Subsidiaries; Business Units; Business Growth and Maturation; Business Model; For-Profit Firms; Customer Focus and Relationships; Customer Satisfaction; Entertainment; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Theater Entertainment; Price; Profit; Revenue; Geographic Scope; Multinational Firms and Management; Business History; Cost; Selection and Staffing; Reports; Technological Innovation; Job Cuts and Outsourcing; Human Capital; Leading Change; Business or Company Management; Goals and Objectives; Growth and Development; Growth and Development Strategy; Management Teams; Brands and Branding; Product Marketing; Consumer Behavior; Demand and Consumers; Media; Distribution; Order Taking and Fulfillment; Distribution Channels; Infrastructure; Product; Service Delivery; Service Operations; Organizational Change and Adaptation; Public Ownership; Problems and Challenges; Programs; Groups and Teams; Sales; Salesforce Management; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Expansion; Technology; Hardware; Information Technology; Internet; Mobile Technology; Online Technology; Search Technology; Software; Web; Web Sites; Wireless Technology; Resource Allocation; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; United States; Minnesota; Minneapolis; Saint Paul; St. Paul

February 2018 (Revised January 2020)
Case

SoulCycle: The Road Ahead

By: Ashish Nanda, Eric Van den Steen and Jeffrey Boyar

Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would “empower riders in an immersive fitness experience.” By early 2015, SoulCycle had grown to 38... View Details

Keywords: Fitness; Fitness Industry; Exercise; Cycling; Boutique Fitness; Exit Strategy; Growth; Bicycles; Retail; Pricing; Community; SoulCycle; Vision; Health; Leadership; Strategy; Marketing; Decision Making; Health Industry; United States

March 2021
Article

Assortment Rotation and the Value of Concealment

By: Kris J. Ferreira and Joel Goh

Assortment rotation—the retailing practice of changing the assortment of products offered to customers—has recently been used as a competitive advantage for both brick-and-mortar and online retailers. We focus on product categories where consumers may purchase multiple... View Details

Keywords: Assortment Optimization; Retailing; Imperfect Information; Sales; Strategy; Consumer Behavior

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May 2024
Background Note

Pricing Strategy and Channels of Distribution: Where Value Delivery and Value Capture Intersect

Channels of distribution are a critical component of a firm’s go-to-market strategy. A company may elect to sell its products directly to customers (DTC) without the assistance of any intermediaries or, alternatively, it may seek several channel partners to help it... View Details

Keywords: Price; Distribution Channels; Business Strategy; Markets

January 2019 (Revised January 2021)
Case

KITEA (A): Democratizing Furniture in Morocco

By: Ramon Casadesus-Masanell and Gamze Yucaoglu

The case opens in 2013 as Amine Benkirane, founder and CEO of the leading Moroccan furniture company KITEA, contemplates the loss his company has incurred for the first time in its 20-year history. The case then describes KITEA’s origins and provides a detailed... View Details

February 2013 (Revised May 2013)
Case

Juan Valdez: Innovation in Caffeination

By: Michael I. Norton and Jeremy Dann

Corporate entrepreneurs attempt to revive Colombia's famous Juan Valdez brand in the age of Starbucks, with café chain and packaged coffee ventures. In the 1970s and 80s, the iconic "Juan Valdez" ingredient brand was the most recognized in the world of coffee. The... View Details

Keywords: Innovation; Branding; Global Business; Sales; Marketing; Retailing; Corporate Strategy; Organizational Change; Corporate Entrepreneurship; Brands and Branding; Innovation and Invention

February 2025
Supplement

Kwame Spearman at Tattered Cover

By: Ryan Raffaelli

Keywords: Retail; Leadership; Leading Change; Competitive Strategy; Personal Development and Career; Retail Industry; Retail Industry; United States

June 2013
Case

Jamba Juice (A)

By: J. Bruce Harreld and Christian Karega

James White, the new CEO of Jamba Juice, has successfully averted bankruptcy and must now decide the future path for Jamba Juice, the leader in the smoothie and fresh bar industry. This two-part case presents the various strategic options White is considering. It then... View Details

Keywords: Beverage Industry; Strategy Execution; Turnarounds; Consumer Marketing; Franchising; Food Retail Franchising; Strategy; Leadership; Food and Beverage Industry; United States

April 2019
Case

Walmart Update, 2019

By: David B. Yoffie and Daniel Fisher

In 2019 Walmart was still the world's largest company, with over $500 billion in annual revenue and operations around the world. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a... View Details

Keywords: E-Commerce Strategy; Strategy; Competitive Strategy; Business Growth and Maturation; Growth and Development Strategy; Global Range; Business Strategy; Corporate Strategy; E-commerce; Retail Industry

March 2018 (Revised September 2019)
Case

Chewy.com (A)

By: Jeffrey F. Rayport and Matthew G. Preble

In late 2013, Ryan Cohen, cofounder and CEO of online pet products retailer Chewy.com, faces a “bet the company decision”—whether to stay with a third-party logistics provider (3PL) for all of its e-commerce fulfillment or to take the function in house. Cohen worries... View Details

Keywords: Pet Food; Pet Products; Retail; Growth and Development Strategy; Service Operations; Decision Choices and Conditions; E-commerce; Retail Industry; Retail Industry; Florida; United States

May 1981 (Revised August 1984)
Case

Dayton-Hudson Corp. vs. R.H. Macy: A Case Study in Contrasting Strategies

By: Walter J. Salmon

Keywords: Strategy; Marketing Strategy; Retail Industry

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August 2018 (Revised August 2018)
Case

The De Beers Group: Launching Lightbox Jewelry for Lab-Grown Diamonds

By: Benjamin C. Esty

In May 2018, the De Beers Group shocked the diamond industry when it announced it was launching a new fashion jewelry brand of laboratory-grown (synthetic) diamonds. The reaction was swift as people sought to understand the company’s motivations: was it a “huge gamble”... View Details

February 2015 (Revised May 2017)
Case

Delhaize Group: Developing Leaders

By: Boris Groysberg and Sarah L. Abbott

Delhaize Group, the Belgian-based global food retailer, was focused on competing in the food retailing industry by developing leading positions in key markets via localized retailing strategies. Delhaize was committed to offering its customers superior value while... View Details

Keywords: Strategy; Organizational Alignment; Talent Management; Leadership Development; Globalized Firms and Management; Human Capital; Talent and Talent Management; Corporate Strategy; Organizational Culture; Retail Industry; Retail Industry; Belgium

October 2015 (Revised October 2016)
Case

Paez

By: Jill Avery, Maria Fernanda Miguel and Laura Urdapilleta

Paez, an Argentine start-up fashion brand, sold traditional alpargatas, a sleepy shoe category that suddenly woke up when U.S. company TOMS borrowed the traditional alpargata design, covered it with fashionable colors and prints, and tied it to a social cause. Paez's... View Details

Keywords: Brands; Brand Management; Brand Positioning; Entrepreneurship In Emerging Markets; Retailing; Fashion; Competitive Strategy; Marketing; Advertising; Brands and Branding; Marketing Strategy; Entrepreneurship; Competition; Retail Industry; Retail Industry; Argentina; Spain

May 2016 (Revised December 2016)
Case

Camposol

By: David E. Bell and Natalie Kindred

With $289 million in 2015 revenues, Camposol is a Peruvian grower, exporter, and marketer of fruits and vegetables, with a focus on the high-growth, high-margin blueberry category. Camposol aspires to become Peru’s first multinational branded produce company. It... View Details

August 2015 (Revised June 2021)
Case

Amazon.com, 2021

By: John R. Wells, Benjamin Weinstock, Gabriel Ellsworth and Galen Danskin

In February 2021, Amazon announced 2020 operating profits of $22,899 million, up from $2,233 million in 2015, on sales of $386 billion, up from $107 billion five years earlier (see Exhibit 1). The shareholders expressed their satisfaction (see Exhibit 2), but not all... View Details

Keywords: Strategic Analysis; Retail; E-commerce; Amazon; Internet; Amazon.com; AmazonFresh; Jeff Bezos; Cloud Computing; Marketplaces; Streaming; E-reader Market; Digital Media; Mobile App; Online Retail; Shipping; Database; Tablet; Kindle; Kindle Fire; Smartphone; Delivery; Digital Platforms; Competition; Internet and the Web; Corporate Strategy; Digital Marketing; Business Growth and Maturation; Business Model; Business Organization; For-Profit Firms; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Profit; Revenue; Global Strategy; Multinational Firms and Management; Taxation; Business History; Human Resources; Resignation and Termination; Books; Human Capital; Working Conditions; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Growth Management; Management Practices and Processes; Industry Growth; Industry Structures; Media; Distribution; Distribution Channels; Order Taking and Fulfillment; Infrastructure; Logistics; Product Development; Supply Chain; Supply Chain Management; Organizational Culture; Public Ownership; Work-Life Balance; Problems and Challenges; Labor and Management Relations; Strategy; Adaptation; Business Strategy; Competitive Strategy; Diversification; Expansion; Integration; Horizontal Integration; Vertical Integration; Information Infrastructure; Information Technology; Mobile and Wireless Technology; Price; Applications and Software; Marketing; Marketing Strategy; Working Capital; Customer Focus and Relationships; Customer Value and Value Chain; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; Retail Industry; United States; Washington (state, US); Seattle

November 2015 (Revised April 2018)
Case

Flipkart (A): Transitioning to a Marketplace Model

By: Das Narayandas, Sunil Gupta and Rachna Tahilyani

In 2015, Sachin and Binny Bansal, co-founders of India’s largest e-commerce company, are wondering if it is time to move from a hybrid model to a full marketplace. While Amazon runs a hybrid model, Alibaba operates a marketplace. In addition, Flipkart has been losing... View Details

Keywords: Marketplaces; Online Retail; Digital Platforms; Internet and the Web; Business Model; Growth and Development Strategy; Emerging Markets; E-commerce; Retail Industry; India

February 2005
Article

European Integration and Corporate Restructuring: The Strategy of Unilever c1957-c1990

By: Geoffrey Jones and Peter Miskell

This article examines the role of the large Anglo-Dutch consumer products company in promoting European integration. It shows that Unilever contributed financially to campaigns to support the creation of the European Union, and its subsequent expansion, despite a... View Details

Keywords: Horizontal Integration; Organizations; Policy; Expansion; Market Transactions; Geographic Location; Restructuring; Competition; Brands and Branding; Production; Capital Structure; Value; Consumer Products Industry; European Union; United States

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October 2017 (Revised October 2020)
Case

Coaching Makena Lane

By: Ethan Bernstein and Om Lala

Makena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but she also has a knack for “ruffling some feathers” in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in... View Details

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