Retail apocalypse: The case of Sears Canada Inc.
| dc.contributor.author | Hornell-Kennedy, Beth | |
| dc.contributor.author | Murphy, Patrick | |
| dc.contributor.author | Stelmack, Sydney | |
| dc.contributor.author | Conrad, Colin | |
| dc.date.accessioned | 2021-03-16T14:04:06Z | |
| dc.date.available | 2021-03-16T14:04:06Z | |
| dc.date.issued | 2018 | |
| dc.identifier.uri | http://hdl.handle.net/10222/80301 | |
| dc.description | This is a teaching case that was used in Dalhousie's Master of Electronic Commerce program and is self-published by the authors. This case is appropriate for senior undergraduate or graduate-level course that incorporates e-commerce or information systems strategy, and will be most relevant to courses that teach a Canadian context. | en_US |
| dc.description.abstract | In an increasingly digital world, retailers have never faced such a competitive environment. Many large chains have been forced to either radically transform their business models or cease operations. Such radical changes cannot come without considerations about leadership, marketing strategy, or how to source information systems capabilities. This teaching case investigates the conditions that led to the 2017 bankruptcy of Sears Canada and the key decisions related to leadership, marketing, and technology that ultimately led to the company’s dissolution. We provide insights related to the strategic and operational circumstances of Sears Canada’s final years, helping students understand the factors that ultimately led to the demise of a Canadian retail icon. | en_US |
| dc.title | Retail apocalypse: The case of Sears Canada Inc. | en_US |
| dc.type | Other | en_US |
