A Giant Among Women - a Case Study

Pepperdine University

 The George L. Graziadio School of Business and Management

A Giant Among Women, A Case Study Analysis by Mathew Volpe

Mathew Volpe

Productions and Operations Management

Dr. Norma Davis

Case Study Week 1

Summer 2016, Irvine Graduate Campus

May 9th, 2016

Abstract

        Mathew M. Volpe is student currently taking classes at Pepperdine University, working towards his Bachelors of Science in Management. The following is his analysis of the Harvard Business School case titled, “A Giant Among Women” written by Willy Shih, Ethan Bernstein, Jyun-Cheng Wang, and Yi-Ling Wei. This case examines a bicycle manufacturing conglomerate that has captured a niche market in the industry. Through the analysis we take a look at the major dilemma facing the CEO of Giant Manufacturing Co. Ltd., and examine some of the key issues he will face while working through this dilemma. Along with some background information about how the company got into this dilemma, and recommendations believed to be necessary.  

A Giant Among Women, A Case Study Analysis by Mathew Volpe

Through this case study analysis, I will provide you with background information about Giant Manufacturing Co. Ltd., the key issues brought up by this dilemma, and an analysis of my recommendations on how to handle these issues.

 “The environment is intimidating, the service is bad, and they don’t understand my needs. Sometimes, there’s no dressing room, or it’s surrounded by men. It’s just not comfortable.” Giant Manufacturing Co. Ltd., one of the largest bicycle manufactures in the world, has set out to improve the bicycler experience for their female consumers and eliminate customer reviews like the one quoted before. The Taiwanese based company has run many retail outlets before, but none catering only to women. Tony Lo, CEO of Giant, saw how the women’s sections were secluded to small corners of the bicycle shops, and how the mostly male staff was unable to cater to their needs. Along with a limited line of bicycles and accessories for women, something had to be done to resolve the company’s female consumer’s needs. So he decided that he did not have the perspective to solve this issue and thus gave autonomous authority to his EVP and CFO, Bonnie Tu, to design a bicycle store with a comfortable environment that was specifically for women.

 Enter “Liv/giant” the end result of Bonnie Tu and her team that she had put together in order to open Giant’s first women’s bike store in Taipei, Taiwan. The Liv/giant store turned successfully profitable after only four months and soon many of Giant’s global sales subsidiaries wanted to mimic Bonnie Tu’s business model for the Taipei store. Tony Lo is now faced with the dilemma of whether to expand corporate operations and have Bonnie Tu manage stores globally, or to allow regional sales subsidiaries to open the stores.