The president of I-Star America, Inc. and vice president of I-Star Corporation reflected on the success of I-Star in the Chinese and Japanese IT marketplaces and the challenges of raising market share in North America, one of the largest markets in the world. I- Star was expected to grow about 30 per cent in the next few years, along with the president considered whether the strategy could be applied to North America.
The president considered that I-Star's previous and future success relied on the business's ability to innovate in creating great value for its customers. He considered that with the right strategy I Star could generate sales of US$50-100 million and build up a cadre of more than 200 employees in the program and services division in North America. How could I-Star raise existence and its brand recognition in North America to best reach these targets?
PUBLICATION DATE: August 14, 2012 PRODUCT #: W12132-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
San Francisco Coffee House: An American Style Franchise in Croatia
Quaker Oats Oatmeal Division
Howard Head and Prince Manufacturing Inc.
Sustainability at Siemens
Cargill India Pvt.Ltd.
Can you measure the roi of your social media marketing?
Overcoming the Hidden Barriers to Innovation
Xanadu on Broadway
HP: The Computer is Personal Again
The Joslin Diabetes Center Affiliates: Multi-site Management in a Non-profit Enterprise
