Write a report about 2000 words anout this case study.

1. Introduction

In a few sentences describe the case. In a sentence or two, tell the reader how your paper will be organized, i.e. what the major sections will be and the order in which they will be presented.

2. Body

Include four major sections: identification of major stakeholders and their problems, goals and concerns; identification of problems; analysis of alternative solutions; recommended solutions.

A. Identification of Stakeholders Problems, Goals, and Concerns

a. For each stakeholder, identify events in the case that that stakeholder finds troublesome and would consider a problem; in doing so, quote the case.

b. Identify the assumptions being made by each stakeholder, and the apparent biases of each stakeholder; in doing so, quote the case.

c. Identify the goals (sometimes stated as explicit demands) of each stakeholder; in doing so, quote the case.

d. Then, as best you can based on the evidence of the case, identify the concerns underlying these demands; again, quote the case.

B. Identification of Problems

a. Identify the key problems that must be solved. Explain with reference to appropriate concepts, theories, models, and/or research findings---and the evidence of the case. Quote evidence to justify your assertions. (Note: this is likely to be a lengthy part of your analysis.)

b. Also, identify problems that are less central but still deserving of attention, as well as problems that can safely be ignored for the foreseeable future.

C. Analysis of Alternative Solutions

a. Keeping in mind the whole array of problems that must be solved, describe two or three alternatives courses of action that might be taken to resolve these problems. Be specific and practical.

b. Identify the strengths and weaknesses of each course of action, with reference to the following:

how the course of action is expected to resolve the key problems presented.

how the recommended course of action will affect other remaining problems.

how the recommended course of action will be perceived by each stakeholder.

the difficulties you will encounter in actually implementing the course of action under consideration.

how implementing the proposed course of action may create new problems.

how uncertainties in your evidence and assumptions you have made during your analysis might affect the courses of action that you are considering.

D. Recommended Solutions

Present a detailed recommendation, based on your analysis of alternative solutions:

Present a rationale for your recommendation that anticipates challenges and counter-arguments.

Describe a plan for implementing your recommendations.

Describe the criteria that could be used to assess how well that implementation plan is working.

3. Conclusion

Briefly summarise the essential difficulties posed in this case and the relevance of the recommended solutions.

CLOSING CASE Shifting Ice: Big Changes at Icebreaker Chance Beginnings Icebreaker's Internationalization Strategy Achance comment in the early 1990s about the difficulty of finding Moon has always looked at lebreaker in terms of marketing er natural-liber outdoor clothing led New Zealand former Brian Brack. than manufacturing, focusing corporate efforts ondorion while out. enridge to start small-scale manufacturing of merino thermal wear sourcing manufacturing. In 2006, manufacturing was moved to Shang- This thermal wear onlled loebreakers, was sold at local retailers. hai, China, where Icebreaker formed long-term clusive relationships Giving away free product samples a chance meetings turned out with French wool blenders, German spinners, Japanese Gially control to be Brackenridge's best marketing move. One such meeting was specialists, a Chinese textile house, and a Dutch logistics firm, with Sir Poter Blake, the famous Kiwi yachtsman who wore the ther. Icebreaker began exporting to Europe in 1990 and entered mal wear for 40 straight days while circumnavigating the globe. the lucrative United States market in 2002, firmly establishing the Another chance meeting was with Jeremy Moon in 1994, Moon merino performance outdoor clothing category in its muni-billion- was immediately smitten and so convinced as to merino's corner dolor outdoor clothing market. The U.S. market was attractive to cial potential he left his market research job, mortgaged his house, Icebreaker not just due to its size, lack of language barriers, and bought half of Brackenridge's company and raised seed capital convenient access but also because trends in the U.S. outdoor The next few months were spent in the corporate HQ this bed clothing market are influential in Europe. To penetrate the U.S. mar. rooml) applying the knowledge and skills acquired while studyingkot, Icebreaker followed an epicenter strategy working directly commerce at university to develop the business plan. with top specialty outdoor and sports retailers in resort and vaca tion areas. Visitors exposed to Icebreaker products while on - cation carried the word back to their home markets, encouraging Creating a Natural Niche in the Outdoor Clothing retailers there to stock Icebreaker products, Market The American market is highly competitive, with Icebreaker For many years, the outdoor clothing market, especially perfor facing a range of competitors including the international lant Co- mance wear had been dominated by synthetic materials such as lumbia. These brands are successfully established as technically polypropylene. This changed with the 1995 release of Icebreaker's sophisticated for hardcore adventurers while fashionable enough first commercial-scale merino underwear, creating a new niche to appeal to urban consumers. However, the appeal of NZ me- merino performance outdoor clothing rino did not escape their notice. In 2005, Timberland, U.S.-based Icebreaker's range of men's, women's, and children's out- footwear and apparol maker acquired Smartwool, a company pro- door clothing is made from pure NZ merino using technology that ducing merino socks. Since then Smartwool has expanded into combines the wool's natural properties (warmth, odor resistance, outdoor and everyday apparel made from NZ merino biodegradability) with the benefits of synthetics (quick drying. From humble beginnings, Icebreaker products are now distrib- lightweight), creating clear points of differentiation from existing uted to specialist retailers in more than 4.700 stores in 50 coun- offerings, Icebreaker's layering system allows consumers to adjust tries as well as online, Icebreaker chose the distributor model as layers for all weather and activity conditions. it allowed them to capitalize on distributors' local knowledge and Instead of the hard adventure "man versus mountain" domi- relationships without significant investment. nation themes usually used to sell outdoor clothing, Icebreaker's Performance outdoor clothing is the fastest growing segment brand story centers on natural fibers using a reconnection with na- in the global sports clothing market, fueled by increasing interest ture theme: "man and mountain." Sustainability and accountability in outdoor activities and their role in healthy lifestyles as well as the are woven into branding such as the Baacode, a program allowing blurring of boundaries between performance wear and everyday consumers to trace the merino used in their purchase. wear. Growth in adventure travel has also increased demand, with Icebreaker positioned itself as a technical apparel company one in four global travelers engaging in adventure activities. Selling through specialist outdoor and sports retailers rather than Although Icebreaker has successfully established itself in an outdoor sportswear company selling through fashion retailers. Australia, Europe, Canada, and the United States, the question is While the consumers Icebreaker target look for a combination of always "where next?"-it is constantly scanning for opportunities. technical features and fashion, their priority is performance. Ice- breaker relies on knowledgeable sales staff in specialist retailers Icebreaker Contemplates China to ensure consumers fully appreciate the superior technical as- On annual trips to China, Moon had watched disposable incomes Cac that it Central Shesis. Aeneageesook, Cobal Edition, Pearson Education, Limtad/26/eesta..andat.sonsumption-hungry middle class emerging. red the then medan Gel Bones rede golpe Whape merging new pro Lenovo's Competitie now Wets out obal resouro na super in the wowe ware that emerging markets in Asia and Latin America trecanto de future growth in the performance door ing its market share against aggressive American competitors o sector Chirasalio 1.4 billion consumers had great brandweer potential for the brandstortion Although the Chinese market won burgeoning for mass market cool for potential expansion Though ch suggested that alles in this category had class was still comparatively smal. Icebreaker was known in do continue to experience iglicant growth in China Moon na, but it was not as yol a "statusbrand. Moon fol the timing was conscious of emer's niche position. Mooned not right and the numbers not yet lage enough Merceber counter China positioned on chical Testing the Waters in Taiwan buting rough specialist Sportarters. Knowledge all in specialist shopscodeduce Chinese consumers How lonbreak moogland the competitive need to mono scoutler's superior technical and performance aspects with Asia. Recognizing the opportunities in the more modestiaed Asian consumers then spreading the word-word of mou had proven im markets, opened a company-owned store in Tepe in 2011. portant in the markets. Of me, however was weer there were wan proved to be a good choice as it had an asting infrastructure enough retailers to distribute sufficient volume to be able and it me of outdoor specialistores and distributors and consumers with ne could be established as an alternate to synthetics perched by Similar stes and body shapes to Iceber's target demographic mary as modern and therefore preferat White Taiwan's market of 23.3 million consumers is minuto com Moon also considered whether Icebreaker should take a differ pared to China, many emporters overlook real corries that ont approach for the Chinese market. By positioning it as an out- and other modest Asian markets present. Two provided a step door sport compary Icebreaker could focus primarily on its ping stone into Atia for breaker Lans than three years after fashion atteso and luxury Technical aspects could to no cebreaker was working wth distributors in Twen, Hong Kong, the brands cachet rather than being the primary focus. This would and Japan and a retail partner in Singapore allow Icebreaker to distribute through China's expanding high-end fashion retail sector competing with luxury goods such as Prach. In Big Changes at Icebreaker portantly would design alterations be needed to sul Chinese body The past few years have seen big changes atcerotid-2014 pes, and would one with rare messages connect with Chinese Moon became Encutive Chairman and pointed former Air New metail buyers and their primarily urban consumer base? Zealand CEO Rob Fyle CEO Senior leadership changes ways Moon knew from experience that it was a classic miston taito questions Was breaker making a move on China or going to assume markets are homogeneous. The lesson learned from public in mid-2017, Fyfe became Chairman and brea's All Icebreaker's US experience was that takes time to determine NZ General Manager Greg Smith took over as CEO Fyle's time has which sites and regions would be suitable for Icebreakne. Although been spent positioning breaker to respond to a changing com Icebreaker had experience with China's manufacturing sector it pelitive landscape, evolving consumer preferences and changing would be starting at "square one in terms of marketing and would buying patternsing the stage for the biggest change. need to determine how best to distribute In early 2018, Lowbreaker was sold to us append gurit VF Cor Country markets don't erst in isolation for international compu- porution for N28288 milion-not a bad result for Moon who wong nies but must be considered within the content of the company's with Fyto. will stay on. VF operates in over 170 countries, achieving overall operations and capacity of Icebreaker products succeeded sales of $12 billion from its outdoor active, work, and years brand, in China, would the company be able to supply the volume de- cluding The North Face Wrangler and most significantly Smartwool manded without compromising its other markets, especially the breaker is seen as an ideal complement to Smartwool, positioning all-important trend-setting U.S. market, or literally running out of VF as a global leader in the merino Category VF is seen as a way to sheep? Would aggressive entry into China, especially if coupled turn icebreaker into a truly global brand. With the sale to VF Corp and with a change in position and distnbution, streich design and mar. Icebreaker breaking the Asian ice, so to speak, perhaps t wort be keting, confuse the international market and detract from maintain long before Chinese consumers can trace their own Bascodes AACSB and CKR Intangible Soft Skills to improve employability and success in the workplace: Written and Oral Communication, Analytical Thinking, Reflective Thinking, Diverse and Multicul- tural Work Environments, Application of Knowledge, and Interpersonal Relations and Teamwork Case Questions Se www.icercake.com, www.iha.com, Allan Branderemy 12-4. Critically evaluate Icebreaker's existing distribution and Moon, Co-founder of Merino hraad loser, Tills Strategy N American Headquarters in Portland," www.impact.orgeline.com, August 19, 2013, Global positioning strategies from the porspective of continued international expansion Market Referformance Outdoor Apparel-Furcuts 2018 www. keresearch.com. December 4, 2012: Petah Marion Emerging Markets to Drive 12-5. For entry into China, what information does Icebreaker Performance Outdoor Apparel," www.jusstyle.com, November 29, 2012." need, and how might it obtain the needed dota? breaker in the United Sules," www.zo. November 12, 2012: Jennifer 12-6. Assess the attractiveness of the Indian market for ice- Black Breaking New Ground" www.topov., March 30, 2012. "Taiwan brenke. Make note of the type and sources of information Perfect Starting Point" www.tregonte della str. "Leadership Change required for your evaluation an Interesting Time," www.stuff.con June 4, 2014; "New leaker CEO Greg 12-7. Icobreaker is considering expansion but is unsure as to Smith Takes over Position from Rub Pyle." www.pa.com, March 5, 2017. VR whether Brazil of Argentina hold more potential. Explain Corporation Completes Icebreaker Takeover"www.imideretail hk, April 4, 2018 "lobreaker Sold for $288m to VF Corp www insideretail.com April 9, 2018 how you would assess the market potential for each market. 12-4. Critically evaluate the sale of Icebreaker to VF Corp. What challenges does Icebreaker face? This case was written by Jan Charbonne University of Tastiania Cu Tame, on the New Redire, Bobal Edition. Peonion Education Limited 2012. Probook Central Wow.proquest.comwondo-80105 Choon 2002-03-15 00:45 Corte 2018. Pearson Edmon Limited