Instructor’s Manual Abstracts
Vol. 3, Issue 1 IM Abstract: Entrepreneurial Decision-Making: SoNormal Clothing Company
Sidney J. Shapiro and Alison Xiang Liu
Case Overview
SoNormal Clothing Company was a startup based in Lethbridge, Alberta, Canada. It was founded by Jonathan Mah in 2020, soon after he graduated from Lethbridge University. SoNormal specialized in direct-to-garment (DTG) printing, focusing on high-quality, custom apparel that integrated original artwork. The inspiration for SoNormal emerged from a brainstorming session between Jonathan and his early business partner, Christine Anecleto. Their goal was to disrupt the conventional apparel market, dominated by mass-produced items, by offering personalized, artist-driven designs. Mah’s entrepreneurial journey was deeply rooted in creativity, driven by his desire to integrate his father’s artistic legacy into wearable art. Mah explained, “SoNormal is not just a business venture but a means of transforming personal experiences into a unique brand that resonates with customers seeking individuality in their clothing.”
Mah was balancing the high production costs and technical difficulties inherent in garment printing while maintaining the high product quality that set SoNormal apart. The company’s initial product batch, outsourced to a third-party vendor, failed to meet quality standards, resulting in significant financial strain and damaging the brand’s early reputation. This experience highlighted the complexities of managing production quality and navigating logistical issues. Mah had to address these challenges while ensuring financial sustainability and staying true to SoNormal’s commitment to personalized, high-quality apparel. Faced with high production costs and unsatisfactory outsourcing quality, he invested in DTG printing technology. This strategic move allowed SoNormal to regain control over production processes, improve quality, and respond flexibly to market demands. By focusing on custom orders initially, Mah built a loyal customer base while gaining the time and resources to refine SoNormal’s operations. Now, in mid-June 2023, Mah’s decision centred on whether to continue focusing on niche custom orders or scale up through strategic partnerships to reach a larger market.
Learning Objectives
By working through this case, students should be able to
- Analyze entrepreneurial challenges and strategic decisions involved in launching and managing a niche-focused business.
- Evaluate market segmentation and positioning strategies for a new personalized apparel startup that is aligned with the strategic objectives of balancing quality with scalability to determine viable alternatives.
- Develop actionable recommendations for a personalized apparel startup, including business model selection, staffing, and technological investments, with an emphasis on sustaining brand identity while pursuing growth with justification and a high-level implementation plan.
Course Suitability
The case study is suitable for undergraduate and graduate courses, particularly in entrepreneurship, strategic marketing, operations management, and business management.
Recommended Reading
Balasubramanian, S., Yang, Y., & Tello, S. (2020). Does university entrepreneurial orientation matter? Evidence from university performance. Strategic Entrepreneurship Journal, 14(4), 661–682.
Chaudhuri, A., Subramanian, N., & Dora, M. (2022). Circular economy and digital capabilities of SMEs for providing value to customers: Combined resource-based view and ambidexterity perspective. Journal of Business Research, 142, 32–44.
Davis, G. F., & DeWitt, T. (2021). Organization theory and the resource-based view of the firm: The great divide. Journal of Management, 47(7), 1684–1697.
Farhana, M., & Swietlicki, D. (2020). Dynamic capabilities impact on innovation: Niche market and startups. Journal of Technology Management & Innovation, 15(3), 83–96.
Ferreira, C. (2020). Developing a framework that supports the entrepreneurial orientation of small clothing manufacturing enterprises in Gauteng. University of Johannesburg (South Africa).
Freeman, R. E., Dmytriyev, S. D., & Phillips, R. A. (2021). Stakeholder theory and the resource-based view of the firm. Journal of Management, 47(7), 1757–1770.
Fuentelsaz, L., González, C., & da Silva, J. A. (2023). Entrepreneurial orientation and start-up performance: A configurational approach. Entrepreneurship Research Journal, 13(4), 965–996.
Teixeira, E. G., Moura, G. L. de, Lopes, L. F. D., Marconatto, D. A. B., & Fischmann, A. A. (2021). The influence of dynamic capabilities on startup growth. RAUSP Management Journal, 56, 88–108.
Zhang, K., Feng, L., Wang, J., Qin, G., & Li, H. (2022). Start-up’s road to disruptive innovation in the digital era: The interplay between dynamic capabilities and business model innovation. Frontiers in Psychology, 13.
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