The chief executive officer and founder of Global Metal Company (GMC), had been in the business of antique reproduction hardware for more than three years, having quit his successful corporate career to start GMC in his hometown of Aligarh in northern India. After seeing the initial response to the business, he was confident that within three years, GMC would realize the annual revenue of US$1 million he had envisioned. In 2018-2019, upon completing three years in business, GMC closed the year with $0.15 million in annual revenues. The CEO wondered what had gone wrong in those years. Had his target of $1 million been over-ambitious? Or had his assessment of the overall market potential been off the mark? During those three years, he had expanded his operations in baby steps from Europe-which was overly price competitive and served by a large number of exporters from Aligarh-to the United States. Now he was wondering whether he should plunge deeply into the US market to grow GMC, or seriously consider quitting this business and moving back into his corporate career. Lubna Nafees is affiliated with Appalachian State University. Rakesh Gupta is affiliated with Institute of Management Technology, Ghaziabad.

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-W19147

発行日：2019/4/16

登録日：2019/7/4