In early 2011, Jos Manuel Villanueva and Lucas Carn , founders of Privalia, an online fashion discount store, were about to submit to the Board of Directors a strategic plan that could mark the beginning of a new phase in the company's growth. Since its inception in 2006, Privalia had grown at a fast pace: three years later, it was already profitable in Spain and expanded into Italy, Brazil and Mexico. By 2010, it had secured market leadership in every country where it operated. However, the competition grew just as fast, and the experience acquired over recent years indicated that speed and market size proved key in online fashion sales. Privalia already operated in Spain and Italy, but, if it really wanted to become a relevant player in Europe, the company needed to move into the topmost markets like Germany, France or the United Kingdom. Villanueva and Carn decided to strengthen Privalia's international expansion by venturing into the German market. Thus far, Privalia's international growth had unfolded organically, via the creation of affiliates in the countries where it had moved into (Italy, Brazil and Mexico). Now, in order to enter the German market, should Privalia set up a subsidiary or should it acquire Dress-for-Less that was up and running in a leading local market position? Villanueva and Carn did not have much time. A board meeting had been scheduled to make a final decision. They needed to design a clear growth strategy, evaluate their options and prepare an entry proposal for Germany. ESADE's case collection

【書誌情報】

ページ数：2ページ

サイズ：A4

商品番号：HBSP-ED0011

発行日：2016/4/25

登録日：2017/8/8