Shafi reso�s dilemma of strategy formulation in stern competition

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dc.contributor.authorAziz Hamza
dc.contributor.authorWaqar Ahmed
dc.contributor.authorMobin-ul-Haque
dc.date.accessioned2014-01-02T06:54:27Z
dc.date.available2014-01-02T06:54:27Z
dc.date.issued2013
dc.description.abstractAbrar Ahmed was concerned. After experiencing solid growth in the first two years of its launch, Resolith was headed for murky waters. Abrar Ahmed had realized in 2005 that the industry would be difficult to navigate, considering the presence of international brands, but the situation had gotten worse recently with the emergence of numerous local manufacturers. The local manufacturers were undercutting Resolith in terms of price while the international players had their brand names and brand networks doing all the heavy lifting for them. Abrar Ahmed did not want to lower the prices as this would mean compromising on quality and cutting corners, something which Shafi Group did not stand for. With these thoughts and recalling the launch of Resolith, Abrar Ahmed was moving from the CEO’s office to the board room, where his marketing and sales team was waiting for him. He was thinking of the time when Resolith’s launch didn’t put them into such dilemma.en_US
dc.identifier.citationHamza, A., Ahmed, W., & Mobin-ul-Haque. (2013). Shafi Reso’s Dilemma of Strategy Formulation in Stern Competition. [Conference Paper]. 3rd South Asian Management Research and Case Conference.en_US
dc.identifier.urihttps://escholar.umt.edu.pk/handle/123456789/902
dc.language.isoenen_US
dc.titleShafi reso�s dilemma of strategy formulation in stern competitionen_US
dc.typeArticleen_US
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