Starting in fiscal 2013, the business was going from a clearance-centre model, where it sold many different national manufacturers, to a -for- outlet model that highlighted its own brands. Intense cost competition in its marketplace necessitated this. The new strategy included controlling, organizing and building its international apparel value chain. When the Rana Plaza building in Dhaka, Bangladesh failed on April 24, 2013, killing and wounding a lot of workers, goods destined for The Children's Place were found in the rubble. The adverse publicity that ensued intended that the top management of the company's had to reevaluate its strategy. What ought to be their answer? Memory Subramanian is associated with Stetson University.
The Children's Place, Inc. Challenges in a Post-Rana Plaza World case study solution
This is just an excerpt. This case is about STRATEGY & EXECUTION
PUBLICATION DATE: June 10, 2015 PRODUCT #: W15231-PDF-ENG
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