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Essay / Research Paper Abstract
A 9 page paper assessing a case study of Gateway in 2001. At the time, Gateway operated 372 retail stores in the US, 300 stores outside the country. The company had suffered large losses in the previous two years. The paper recommends that Gateway slash staffing at the stores; dedicate half the remaining staff to outside business sales; and focus on increasing business in international markets. The paper concludes with an epilogue that includes the news of Acer's acquisition of Gateway intended for completion before the end of 2007. Bibliography lists 2 sources.
Page Count:
9 pages (~225 words per page)
File: CC6_KSmktgGatew.rtf
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Unformatted sample text from the term paper:
Three Complementary Channels 5 Business vs Home Users 5 Differentiation 5 Distribution Objectives 5 "Tire Kicking" 6 Distribution Strategy Assessment 6 Three-Channel Distribution 6 Shift to Stores 6 Gateway Country Stores 7 Conclusion and Recommendations 9 Epilogue 10 Introduction
and Background In 1999, the common advice to the PC industry essentially was "make hay while the sun shines." Industry analysts knew
- and predicted - that many who did not own new computers in 1999 and who had not replaced their computers recently would be rushing to purchase new ones in
advance of the turn of the new century. No one knew with certainly how the Y2K date change would affect legacy systems or any other system based on a
two-digit year. By the end of the decade of the 1990s computers were not changing as rapidly as they had throughout the 1990s, but there were still significant advances
occurring in hardware, particularly processing power. Compaq had long since succumbed to its refusal to acknowledge changing customer needs and its illogical adherence to traditional manufacturing techniques - specifically,
make as many units as possible and park them all with third-party vendors who will be happy to sell them to end users.
That approach could have worked well enough had the end users been agreeable, but they were not. Dell and HP sold many PCs in advance of the date change,
but business flattened as of 2000 and in ensuing years the PC has moved from high-tech tool (or toy, depending on age and perspective) to the realm of the electronic
commodity. Though certainly Gateways management could not have known in 1999 how the market would settle out after the turn of the century,
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