Firebird Sports

ProHub Comment

This is a sophisticated market entry case requiring quantitative NPV analysis across multiple geographic regions and customer segments. The critical insight is recognizing that in a mature market, growth from product innovation creates cannibalization risk that can outweigh new demand capture—making market selection crucial. The case tests whether candidates can identify that only AMER has a positive NPV because its unserved market demand and competitor displacement outweigh the cannibalization from existing Firebird customers.

Estimated Time 15 minutes
Difficulty Hard
Source HKUST
50 / 100
Our client, Firebird Sports, is a sports equipment manufacturer headquartered in Hong Kong specializing in manufacturing shuttles used for playing badminton, with production plants in various strategic locations across the globe. Shuttles can be made with either feather or nylon to give its characteristic tapered shape. Firebird currently manufactures only feather shuttles and is considering the introduction of nylon shuttles to grow its business. Should Firebird produce nylon shuttles, and how should they be introduced?

Clarifying Information

The Product:

  1. Consider all feather shuttles identical and all nylon shuttles identical.
  2. Feather shuttles come in tubes of 10, nylon come in tubes of 6.
  3. Shuttles are played with until worn and discarded afterwards.
  4. Professional competitions exclusively use feather shuttles.
  5. Customers may switch to nylon but will never switch based only on brand. The Company:
  6. Firebird can retrofit their current feather shuttle plants to additionally make nylon shuttles and can produce as many nylon shuttles as they can sell.
  7. Firebird’s plants can introduce the nylon shuttle into their markets immediately if given the go-ahead. The Market:
  8. Competitors are constrained at their current production capacity.
  9. Assume all markets are stable and approaching maturity.