In early January 2009 The President of Invesco Trimark Ltd. (Invesco Trimark) was optimistic about the coming year, especially if it’s on “The Perfect Storm” of 2008. This year saw global investment markets in turmoil, and Invesco Trimark dropped the assets of the investment fund to nearly half its value. The president and his team had spent nearly a year working and re-working a new product launch by 2009 and thought that they had a unique and differentiated idea that would be difficult to develop … Read more »

In early January 2009 The President of Invesco Trimark Ltd. (Invesco Trimark) was optimistic about the coming year, especially if it’s on “The Perfect Storm” of 2008. This year saw global investment markets in turmoil, and Invesco Trimark dropped the assets of the investment fund to nearly half its value. The president and his team had spent nearly a year working and re-working a new product launch by 2009 and thought that they had a unique and differentiated idea that would be difficult to replicate for the competition develops. This idea was introduced in the Canadian market a suite of exchange-traded funds (ETFs), built by Invesco Trimark Investments manages to sister companies in the United States. This new product combines the functions of ETFs on U.S. exchanges with the main features of the Canadian investment funds. As innovative and exciting as ETFs promised to be, the president knew that under the condition of Invesco Trimark the traditional mutual fund distributors that would have remained skeptical are met. The President wondered how best to communicate the new product idea, given the conflicting and competing ideas that existed not only in the market but in his own company. Was it possible to co-exist for mutual funds and ETFs?
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from
Chuck Grace,
Samir Haji Remtulla
Source: Ivey Publishing
14 pages.
Release Date: 09 August 2010. Prod #: 910N20-PDF-ENG
PowerShares Exchange Traded Funds HBR case solution

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