Eric Chown

  • googleA corporate strategy article by Thunderbird students Eric Chown, Mike Grey, Nicholas Kincaid, Steve McCaa, Charles Midthun and Srikanth Venkatasubramanian

    Mei Huang's family has moved from Beijing to Shanghai and she misses her old friends. She had a great day in school today and has met a new boy -- she is really excited and wants to share the news -- what are they up to and wouldn't it be nice to just chat real time, even if it was online -- but the current service provider has strict limits on this capability. ... Wen Li met with a group of friends last night and they know there is something wrong with the way people are being treated by the local businesses -- the bosses seem to have no feeling or responsibility to the workers. This leads to thoughts about the Tiananmen Square uprising and the reasons for the demonstrations -- but there is no way to search for anything related to this period, everything is censored. ... Hui Zhong has been working on a report on the river systems in China, but the word for river “jiang” is the same as that of a former head of the communist party and searches for political information are taboo. (Ford) So she needs to be somewhat vague, and the information returned doesn't meet her needs. There must be a better search engine that understands more than exactly what is typed, something that understands what she wants or is looking for.

  • Under Armour global strategyA corporate strategy article by Thunderbird students Eric Chown, Veronica Yusz, David Prestin, Sarah Olsem and Rosemary Geelan

    The Under Armour brand evokes an image of elite athleticism, almost at odds with the company’s humble beginnings in the home basement of the founder’s grandmother. A simple idea ultimately developed into one of the most prominent names in the industry. As the company evolved, the relative importance of the strategic challenges they faced changed as well. One shift has already occurred – from word of mouth advertising to promotion by professional athletes – and this will likely be insufficient to expand their market in the direction that they are focusing on with their newest production lines. Their marketing strategies and ability to maintain the share they have established will be tested as they move away from their traditional customer base and into new niche markets. The challenge to Under Armour is whether to change their strategy as they expand, or to apply their initial model in new, innovative ways. Both have risks if not executed properly.