個案資料
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Mīhī Cannabis: Planting the Seeds for a New Retail Cannabis Business in Canada
內容大綱
In June 2018, the government of Canada passed the Cannabis Act, paving the way for the legalization of recreational cannabis cultivation, acquisition, possession, and consumption on October 17 of that same year. This move set off a flurry of activity as existing companies, investment firms, and entrepreneurs sought to establish an initial position within the burgeoning industry. Mīhī Cannabis and its chief executive officer needed to navigate the complex patchwork of government regulations and other market factors to establish a launch strategy for the company that would differentiate it from the anticipated competition and support the normalization of the industry in the eyes of the communities in which it operated.
學習目標
This case was written for senior-level undergraduate and graduate courses in business strategy or marketing strategy. The case should be used at the point in the course where students are familiar both with the key elements of strategy and with the models used to analyze the external environmental factors, so that the appropriate strategy-environment links can be understood. After working through the case and assignment questions, students will have the opportunity to do the following:<ul><li>Understand the link between strategy and the environment in an industry that is both highly regulated and socially stigmatized.</li><li>Understand how to develop an initial business strategy and the organizational capabilities in an industry where most of the traditional levers of differentiation are not available, and where both buyer behaviour and industry acceptance are heavily influenced by social norms.</li><li>Conduct a sensitivity analysis that takes into account both macroeconomic factors and industry forces.</li></ul>