It was that time of 2008, when the president and owner of a reputed manufacturer of luxury sports jacket by the name of Canada Goose Inc. (Canada Goose), was deeply occupied while he tried to determine the potential future of his company. Despite having experienced a persistent growth in the company and the industry, the president strongly believed about the existence of untapped opportunities that could eventually make the company a market leader in the industry. Being the authoritarian leader himself, he had to decide the feasibility of the two separate offers (long-term contracts) that were recently proposed by some national retailers in Canada. Canada Goose had entered into contracts of similar natures in the past too, which proved rather successful in terms of maintaining healthy relationships with the distributors. Although these offers sounded lucrative too, he did had to carefully analyze whether they are coherent with the current market strategy or not. Entering into this contract would mean to distribute the stock through a local chain instead of using their independently owned retailers. This could also give room to inefficiencies resulting through higher prices charged by the retailers or a devaluation of the brand.
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