New Belgium Brewing Company, "Water," http://www.newbelgium.com/Sustainability/Environmental-Metrics/Water.aspx. Accessed March 18, 2020.4.CASE 2 Target's Failure in Canada 2sisinuioggo isnoi36oub3 gnibnsox3 E32ADTarget stores have been a destination point for Canadians on shopping excursions to the United States.' As the numbertwo retailer behind Walmart, Target wanted to expand its market in order to stay competitive and maintain growth.As the senior management team developed ideas, the idea of entering the Canadian market took hold. The questionCGLTarget considered was, how could it provide the same level of service as it did in the United States? 1er 26w maoOne concept Target developed was the idea of getting Canadians accustomed to "one-stop shopping." Another partof its plan to expand services into Canada was to be aggressive in rolling out stores in the first year, 2013. As Target ana-lyzed the situation, it discovered that Canada had a shortage of desirable retail space. To overcome this problem, Targetdecided to follow Walmart's lead and do what Walmart did 20 years ago." Target decided that part of the expansionprocess was to buy the locations of an ailing discount chain. It approached Zellers, the last major Canadian discountchain, and negotiated a deal for leases of approximately 220 locations. The locations had about 100,000 square feeton average, which was about half the size of a Target store in the United States.' In addition, as part of the expansionprocess, Target gutted and rebuilt many of the locations. The company invested about $4 billion in its Canadian expan-sion. In 2013 it aggressively opened 124 stores.?99 In 2014 Target abruptly announced it would shut down its Canadian stores.3 Target suffered a $2 billion loss in itsfailed Canadian expansion plan. The problems that led to this disaster were many. Target misread the market and madea false assumption about Canadians' preferred buying habits. Unlike their American neighbors, Canadians are not asinterested in the "one-stop shopping" experience as Target had assumed. Consumers in Canada were also disappointedthat the prices in Target's Canadian stores were higher than in its US stores.? Furthermore, Target had significant supplychain issues. The stores often had empty shelves. In other situations they had excess inventories, resulting in majorclearance sales. Finally, Walmart didn't stand by and let Target simply expand into Canada. It cut prices and expandedthe number of its stores.?is1sCHGIL OCUGL UGqeouue CgeGe to pe ga doanaecan26 oL uG USEnLG OQUESTIONS nsgnhowisO recpuojo M pe necq wu 26sK ong qur2 GUAILOUG1. Using the product development process, in which stages didTarget fail? Explain what it did wrong inDIthose stages.In its product analysis and screening, what questions did Target fail to answer concerning its retail serviceoperations? Explain how it failed to answer these questions.2.coubripAlso in its product analysis and screening, what questions did Target fail to answer concerning the competi-3.tion? Explain where it went wrong.nimsets 916PIGTOiw bns4. Explain how use of the house of quality may have prevented this failure. Which "rooms" or areas of the housewould have helped in the product analysis and screening stage?quce

Question

New Belgium Brewing Company, &#34;Water,&#34; http://www.newbelgium.com/Sustainability/Environmental-Metrics/Water.aspx. Accessed March 18, 2020.4.CASE 2 Target's Failure in Canada 2sisinuioggo isnoi36oub3 gnibnsox3 E32ADTarget stores have been a destination point for Canadians on shopping excursions to the United States.' As the numbertwo retailer behind Walmart, Target wanted to expand its market in order to stay competitive and maintain growth.As the senior management team developed ideas, the idea of entering the Canadian market took hold. The questionCGLTarget considered was, how could it provide the same level of service as it did in the United States? 1er 26w maoOne concept Target developed was the idea of getting Canadians accustomed to &#34;one-stop shopping.&#34; Another partof its plan to expand services into Canada was to be aggressive in rolling out stores in the first year, 2013. As Target ana-lyzed the situation, it discovered that Canada had a shortage of desirable retail space. To overcome this problem, Targetdecided to follow Walmart's lead and do what Walmart did 20 years ago.&#34; Target decided that part of the expansionprocess was to buy the locations of an ailing discount chain. It approached Zellers, the last major Canadian discountchain, and negotiated a deal for leases of approximately 220 locations. The locations had about 100,000 square feeton average, which was about half the size of a Target store in the United States.' In addition, as part of the expansionprocess, Target gutted and rebuilt many of the locations. The company invested about $4 billion in its Canadian expan-sion. In 2013 it aggressively opened 124 stores.?99 In 2014 Target abruptly announced it would shut down its Canadian stores.3 Target suffered a $2 billion loss in itsfailed Canadian expansion plan. The problems that led to this disaster were many. Target misread the market and madea false assumption about Canadians' preferred buying habits. Unlike their American neighbors, Canadians are not asinterested in the &#34;one-stop shopping&#34; experience as Target had assumed. Consumers in Canada were also disappointedthat the prices in Target's Canadian stores were higher than in its US stores.? Furthermore, Target had significant supplychain issues. The stores often had empty shelves. In other situations they had excess inventories, resulting in majorclearance sales. Finally, Walmart didn't stand by and let Target simply expand into Canada. It cut prices and expandedthe number of its stores.?is1sCHGIL OCUGL UGqeouue CgeGe to pe ga doanaecan26 oL uG USEnLG OQUESTIONS nsgnhowisO recpuojo M pe necq wu 26sK ong qur2 GUAILOUG1. Using the product development process, in which stages didTarget fail? Explain what it did wrong inDIthose stages.In its product analysis and screening, what questions did Target fail to answer concerning its retail serviceoperations? Explain how it failed to answer these questions.2.coubripAlso in its product analysis and screening, what questions did Target fail to answer concerning the competi-3.tion? Explain where it went wrong.nimsets 916PIGTOiw bns4. Explain how use of the house of quality may have prevented this failure. Which &#34;rooms&#34; or areas of the housewould have helped in the product analysis and screening stage?quce

Accepted Answer

The raw product has to undergo several processes before getting ready as a final product. The…