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2. Describe the competitive strategy used by HBC after its sale to Zucker and NRDC. What strategy is HBC adopting now?

Hudson Bay Company (HBC) had struggled to maintain itself for many years. Despite all the efforts, the company failed to serve; consequently, the company was taken by Zucker and NRDC Equity Partners. After the company acquisition by NRDC, they focused on reviving the company by adopting three strategies. One strategy that HBC adapted for reviving is a turnaround strategy that tries to fix specific performance problems. They focused on re-engaging customers by dropping over 60 percent of its former brands. Another strategy that HBC adapted for reviving is a diversification strategy that grows by acquiring or investing in new and different business areas. Furthermore, they revamped The Room, which is a plush VIP suite located in Toronto, whit high-end designers such as Armani, Ungaro, and Chanel, for re-attracting customers. By using these two strategies, the company was able to in the black despite the recession. The last strategy that HBC adapted for reviving is a differentiation strategy that seeks competitive advantage through uniqueness. They invested one hundred million dollars for a new business that make official clothing outfitters for the Canadian Olympic team members and staffs in the 2006, 2008, 2010, and 2012 games; as a result, they were able to earn more profits because they attracted new customers who did not shop at The Bay.