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Following a store expansion, a small general merchandise retailer has not realized the expected growth in sales volume, and is now, in fact, losing money. He is evaluating his product offerings, service levels, hours, inventory, and pricing, and is trying to decide what he should do next.
To project the student into a real-life general management situation where strategic decisions have to be made and justified, taking into account fundamental forces and trends in the environment. The focus of the case is on the strategy-environment relationship. This case is intended to be taught following Note on the Ontario Wine Industry - 1991.