CASE 1.

Nike was founded by a track athlete, Philip Knight (Philip), and a track coach at the University of
Oregon, Bill Bowerman (Bill) in 1964. In 1957, Philip was studying at the University of Oregon and
it was here that he met Bill who was the athletics coach. Philip and Bill realized the need for a low
cost but good quality running shoe. At that time, leading track shoes were being produced by
European companies. These shoes were made of leather, had very bad cushioning, and used steel
spikes for traction. Philip and Bill started to design shoes that were lighter, better padded, and
featured waffle like patterns in their rubber soles. These models didn’t see much commercial
success. Later, when Philip was doing his MBA at Stanford University, he did a marketing research
dissertation on the US shoe manufacturing industry.

He proposed in his dissertation that low cost, high quality running shoes could be imported from
Asian countries like Japan, where labor was cheaper, and sold in markets like the US. Philip was
confident that cheaper shoes that were of good quality would be highly successful in the US
market and could end the domination of German companies in the industry.
Fuente:https://www.icmrindia.org/casestudies/catalogue/Business%20Environment/Nike%20in%20China-Case%20Study.htm

CASE 2.

In 1889, Salvatore Falabella (Salvatore) a tailor from Genoa in Italy opened a large tailor shop in
Santiago, Chile. Gradually, Salvatore built the shop up into a clothes store that catered to the
needs of the entire family. In the 1930s, Alberto Solari (Solari), who was married to one of
Salvatore’s granddaughters, joined the business. Solari played a major role in expanding the
business into new product categories, apart from adding new points of sale. He also brought
several members of his family into the business to assist him. In 1937, the business was
incorporated as S.A.C.I. Falabella (Falabella). In 1958, Falabella became a department store,
offering a wide range of home-related products. In the 1960s, the company opened several new
outlets in Chile, becoming the first retail outlet to expand operations nationally...

n January 2016, Chile-based S.A.C.I. Falabella (Falabella) – one of Latin America’s leading retailers –
announced that it would invest US$ 4 billion in the region during the period 2016-2019 to open
131 new stores and 10 shopping malls (See Exhibit I for Information about Latin America’s Leading
Retailers). In 2016, the company planned to invest US$ 885 million in the markets of Peru,
Colombia, Chile, and Argentina. While Falabella intended to spend 26% of the projected
investment in expanding and remodeling its stores and shopping malls in Latin America, it had
earmarked another 20% for improving its infrastructure, logistics, and IT. Sandro Solari, General
Manager of Falabella, said, “These investments will enable us to improve efficiency and
productivity in our different businesses and to strengthen our physical and digital presence. In line
with our profitable growth strategy, we will remain alert to the evolution of the different markets
and opportunities that could emerge in the current economic context.”..
Fuente:https://www.icmrindia.org/casestudies/catalogue/Business%20Strategy/Chile%E2%80%99s%20Falabella-Case
%20Study.htm