Mega Bikes Expansion Case Study - Management Assignment Help

Assignment Task:

Task:

Submission: The students nominated as Group Leaders for each activity are required to upload their assignments as a Word doc or PDF via the Assessment Task 2 (Activity 1. 2 or 3) Tumitin links on the course Moodie page. 
Feedback and return of work: Assessment Task 2 submissions will be graded and returned to rnt:cd:ra:I=sr=iirecIpuadgi? feedback comments from the assessor. via the task Turnitin 
Task Assessor: Lecturer 
Suggested time to devote to this task: Approximately 25 hours per student outside of class time. 
Scenario 1: Mega Bikes expansion 
Due Date: Week 7 
Mega Bikes is a small to medium enterprise (SME) based in Canada, which manufactures high-end mountain bikes (MTBs) for the competition and domestic markets on the west coast of Canada and the USA. Company founder and CEO. Bob Branch. was a pioneer of the British Columbia MTB scene in the 1990s and began making his own MTBs in his garage at home in the early-2000s. 
Over the last 15 years, Mega Bikes has built a strong reputation for innovative bike geometry and designs. and for producing fast, high performance bikes. Various Mega Bikes models have received favourable reviews in MTB magazines and on MTB blogs, but things really began to take off for Mega Bikes last year, when two up-and-corning Canadian riders that were sponsored by the company, placed in the top 10 of the World MTB Championships. The success of these riders provided the company with significant exposure on the global stage, %vhich has resulted in a substantial jump in visits to their website from countries such as Australia, Japan and several European countries. Mega Bikes has also received several enquiries from cycling retailers in other countries wanting to sell their bikes and they have also had a spike in online orders for their bikes to be shipped abroad. 
As the company has grown. Mega Bikes shifted out of Bob's garage and now employs 35 workers in a new factory in Vancouver. This is where they design, engineer and finish (pai branding) their innovative frames, then assemble their bikes using components (wheels. geatti, suspension, pedals etc.) sourced from a range of suppliers, and they finally package their for distribution to their retailers or directly to their custorners. However, while there is substOtial scope to increase production from their factory their lack of export and logistis experienc meant the intemational movement ot their bikes is inefficient. slow and expensive. 
This has not been an issue for their No. America operations, but Bob is concerned this could have a substantial impact on the oompetitiveness of Mega Bikes' MTBs in international markets. Bob is very interested in capitalising on the interest from overseas and wants to test the European MTB market. but he is unsure of the best strategy to expand Mega Bikes into Europe. 
Questions: 
1. What do you see as being the main strategic options for Mega Bikes to expand their operations into Europe? 2. Justify the option you think is the best for Mega Bikes? 3. What are the potential benefits and risks for the company in adopting this approach? 
nip Federation •University 
Assessment Criteria: 

in different cultures. • Integration of social, environmental and economic perspectives in exploring expansion into global markets. • Use an appropriate case study analysis structure and layout. • Follow APA referencing conventions to accurately cite and reference relevant course resources and readings. • Use clear concise English language expression. 
Scenario 2: Mahindra Tractors 
Due Date: Week 9 
 

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