Canada Goose Case Analysis

Current situation
Canada Goose has experienced steady organic growth as a niche brand, selling their product through independently owned stores. By June 2008 it was selling product in 28 different countries across North America and Europe plus two authorized online retailers. Now it has a significant opportunity to further cement itself as a market leader by placing its product with a national chain. Initially, Canada Goose considered offers from two national chain retailers. One offer came from a Canadian chain called Asmuns Place. Another offer came from Levene’s Menswear. Table 1 provides a high level overview and compares these two offers.
Table 1. Brief offer comparisons.
|Store\Feature |Est. |locations |% of sale |Markup |Product line |Additional concerns |
|Asmuns Place |1837 |10 |5% |100% |Women’s clothing |Feature products in |
| | |High-end; | | | |store advertisements |
| | |Large shopping malls | | | | |
|Levene’s Menswear |1955 |20 – with a plan to expend to|5% |100% |Menswear only |Sales rep. |
| | |40 | | | |80 K + bonus salary |
| | |High-quality | | | | |
| | |Formalmenswear | | | | |

Both offers would allow more flexibility in taking a wider variety and newer models to market. The Production line can accommodate rising complexity. Testing feasibility of new models will allow expansion of Canada Goose