學門類別
政大
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Did I Just Cross the Line and Harass a Colleague?
- Winsol: An Opportunity For Solar Expansion
- Porsche Drive (B): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- TNT Assignment: Financial Ratio Code Cracker
-
Club Sportif MAA: Staying Ahead of the Game
Club Sportif MAA (the MAA) was an iconic fitness club and athletic institution in Montreal and the oldest fitness facility in Canada. In early 2017, the club’s president and general manager faced a changing market and pressure to ensure that the club evolved and remained competitive. Consumer and fitness trends had increasingly fragmented the market in this area, and the MAA membership declined since 2016. The MAA, which traditionally served a fairly exclusive clientele, needed to examine its fitness, health, and social offerings to determine how to meet the evolving needs of a wider and increasingly diverse customer base without sacrificing the character of the brand. The president needed to decide how to preserve the MAA’s upmarket image while expanding its appeal. He needed to determine which market segments to target and how best to communicate the MAA’s offerings to these specific groups. -
Club Sportif MAA: Staying Ahead of the Game
Club Sportif MAA (the MAA) was an iconic fitness club and athletic institution in Montreal and the oldest fitness facility in Canada. In early 2017, the club's president and general manager faced a changing market and pressure to ensure that the club evolved and remained competitive. Consumer and fitness trends had increasingly fragmented the market in this area, and the MAA membership declined since 2016. The MAA, which traditionally served a fairly exclusive clientele, needed to examine its fitness, health, and social offerings to determine how to meet the evolving needs of a wider and increasingly diverse customer base without sacrificing the character of the brand. The president needed to decide how to preserve the MAA's upmarket image while expanding its appeal. He needed to determine which market segments to target and how best to communicate the MAA's offerings to these specific groups.