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Gildan Activewear Inc. (A and B)

Cas 9 40 2017 003A-B
Cas publié dans la Revue internationale de cas en gestion, vol. 15, no 3
Langues : 
  • Anglais
Mots clés: 
  • Strategy,
  • Leadership,
  • Corporate social responsibility (CSR)
Année de production : 
2016
Date de dépôt : 
2017-04-04
Notes pédagogiques incluses : 
Oui
Nombre de parties constituant ce cas : 
2
Résumé

In the early 1990s, the company now known as Gildan Activewear was a small children’s wear firm with revenues of $40 million. Its competition, legendary companies such as Russell, Fruit of the Loom, and Hanes, had sales in the billions of dollars. From its small beginnings and through unparalleled growth, Gildan went on to dominate most segments of the world’s activewear market. This case presents the history of both the company and the industry, with an overview of major competitors. It systematically outlines Gildan’s march toward domination, explaining not only how it built its position but also the in-house development of all its functions to strengthen that position. Finally, the case describes the strategic focus of the company as well as the values that motivate its managers.

2010 (Case A)

The 2010 Gildan case (A) shows how a single company can influence industry leaders and dynamics and provides a classic example of the importance of the three pillars of strategic management: environment, internal management, and leadership.

2016 (Case B)

The 2016 Gildan case (B) describes the situation in 2016. It can be used as a conclusion to the 2010 case for an interesting discussion of the social responsibility of a large company, or as a standalone case.

Discipline principal : 
Management  - Stratégie
Discipline secondaire : 
Éthique des affaires  - Responsabilité sociale de l'entreprise
Secteurs d'activité : 
  • Biens de consommation
Provenance : 
HEC Montréal
Type : 
Cas traditionnel (Cas descriptif)
Type de données pour la production du cas : 
Données réelles, non publiques, non maquillées
Lieu de l'événement : 
Montreal, QC, Canada
Année de début de l'événement : 
2010
Année de fin de l'événement : 
2016
Taille de l'entreprise : 
Multinationale
Principaux thèmes couverts
  • Resources and competitive advantage
  • Leadership as a competitive advantage
  • Competition in a mature market
  • David and Goliath
  • Operations and strategy
Objectifs pédagogiques

This case is ideal for use in a strategy analysis course, preferably toward the end of the semester as the course synthesis. Traditional concepts such as Andrews’ concept of corporate strategy, Porter’s competitive position analysis and his work on the value chain and competitive advantage, and Barney’s resource theory, can all be useful. The case, which demonstrates how to make a large company manageable and avoid paralyzing rigidity, can also be used to stress the importance of (entrepreneurial) values in strategy implementation. Instructors can focus class discussions on explaining Gildan’s success, highlighting how its strategy exploited competitors’ strategic weaknesses. Or they can focus on whether Gildan’s success is sustainable.

Concepts et théories en lien avec le cas
  • Corporate strategy
  • Resource theory
  • Competitive strategy in mature markets
  • Leadership and strategic management
  • Large manufacturing firms and corporate social responsibility