Kick-Starting a Strategy for Scooters

Gerald David Flint, Harold L. Koch
2007 Journal of Behavioral and Applied Management  
This is a field-based disguised case that describes a family business decision to enter a market and the consequences of that decision. The primary issue presented in the case is: "What should the family do now?" This issue is one that is not unfamiliar to many small business managers and owners. The case has a difficulty level appropriate for a senior level course in small business management, entrepreneurship, strategic management, marketing, or strategic marketing and can be used to
more » ... discussion in MBA classes as well. Authors' Note The authors developed this case study for class discussion rather than to illustrate either effective or ineffective management. This is an actual situation and the facts and details have not been changed in regard to substance or meaning. However, names of individuals, the company, and products bought-sold have been changed for confidentiality. A Different Scooter Market in 2004 "Hindsight is always 20/20," thought John Patrick (JP) Cody who sure saw things more clearly in 2004 than he did in 2000. Along with his very computer-literate 11-year-old nephew Aaron, JP had just searched "kick scooters" in Google and found a ton of scooters that, four years ago, were just not available; they saw a wide range of prices and market segments -there was the Razor Original Scooter retailing at $42.99; the Know-Ped for $115; the Xooter at $199; the Quadcarver for $299; the Razor Trikke (3 wheels) retailing for $200; nine models at Wal-Mart between $24.97 and $98.84 even with a Fisher-Price All-Terrain Switchboard modification, and many more. In addition there were the electric and gasoline scooter models that would carry up to two people.
doi:10.21818/001c.16735 fatcat:qgb44ut7mrb4levd4ij7fxvbbm