Gateway and Apple: Two different Journeys into Retailing Gateway was founded in 1985 as a direct sales manufacturer of PCs with no retail footprint. In 1996, Gateway was one of the first PC manufacturers to start selling PCs online. After many years of selling its PCs without a retail infrastructure, Gateway introduced an aggressive strategy of opening Gateway retail stores throughout the United States in the late 1990s. Its stores carried no finished-goods inventory and were primarily focused on helping customers select the right configuration to purchase. All PCs were manufactured to order and shipped to the customer from one of the assembly plants. Initially, investors rewarded Gateway for this strategy and raised the stock price to more than $ 80 per share in late 1999. However this success did not last. By November 2002, Gateway shares has dropped to less than $ 4, and Gateway was losing a significant amount of money. By April 2004, Gateway had closed all its retail outlets and reduced the number of configurations offered to customers. In August 2007, Gateway was purchased by Taiwan's Acer for a price of $ 710 million. By 2010, Gateway computers were sold through more than 20 different retail outlets including Best Buy and Costco. As you can imagine, this was quite a transition for the company to experience. In contrast, Apple has enjoyed tremendous success since it opened its first retail store in 2001. By 2010, Apple had more than 300 stores worldwide, and retail sales represented about 15 percent of the company's total net sales. Unlike Gateway, Apple has always carried product inventor at its stores. Given its product designs, Apple has relatively little variety that it carries in its stores. Each of its stores has a relatively high level of sales with its Regent Street store in London reaching sales of 2,000 pounds per square feet in 2009. In the 2010 annual report, Apple listed retail sales totaling almost $ 10 billion, a growth of 47 percent relative to the previous year. The following questions highlight supply chain decisions that have a bearing on the difference between Apple and Gateway's performance. Questions: 1. Why did Gateway choose not to carry any finished-product inventory at its retail stress? Why did Apple choose to carry inventory at its stores? 2. Should a firm with an investment in retail stores carry any finished-goods inventory? What are the characteristics of product that are most suitable to be carried in finished-goods inventory? What characterizes products that are best manufactured to order? 3. How does product variety affect the level of inventory a retail store must carry