In 2005, the founders, Scott Struthers and Geoff Spencer, return from retirementto Sonance, the high-end audio company they founded in 1982, to wrestle with anumber of important strategic decisions. After several years under the leadershipof an outside CEO Sonance seems to have lost its strategic focus. A freshlyminted MBA, Ari Supran, joins Sonance as Chief Sales and Marketing Officer to work with the founders and a new CEO, Shawn Sugarman, to plot a new course  of action for the ailing company.

Discussion Questions:

1. Evaluate current strategic position and the options available to Sonance.

2. Which option should Sonance pursue: develop and promote the ultra-luxuryArchitectural Series? Focus on basic in-wall speakers for production homedevelopers and sell directly to the builders? Continue to pursue growththrough the direct-to-consumer retail strategy?

3. What should Ari Supran do to generate profitable and sustainable growth forthe company and sales momentum for Sonance’s products? Should he changeSonance’s marketing strategy to target consumers directly? target thedevelopers of production home developments? target architects and interiordesigners designing custom homes? try to win back the high-end custominstallers Sonance had lost under the previous management?