In less than two years, the founders' progressive model for addressing last-mile challenges in an online grocery retailing operation was working. Although consuming cash, the three-month-old aviator expansion to some other city was experiencing three-digit monthly sales growth.
To date, the business had followed a doctrine of low-cost experimenting, as it investigated terrain that had not been hospitable to its predecessors. But now Relay needed to make some changes in its operations strategy.
PUBLICATION DATE: August 25, 2011 PRODUCT #: UV5999-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Martin Marietta: Managing Corporate Ethics (C1)
General Electric: Jack Welchs Second Wave (B)
BUILDING THE CORPORATE LEARNING BRAND: THE STORY OF NIKE U
Henry Silva: Aspiring Change Agent for a Start-up Company
Southwest Airlines 2011
Ottawa Devices, Inc. (A)
Deloitte & Touche (B): Changing the Workplace
Double, Double, Toil and Trouble: One Compounding Pharmacy’s Recipe for Steroids
Planning a Service-Learning Trip
Business, Peace, and World Politics: The Role of Third Parties in Conflict Resolution
