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Strategic Management at Vermont Teddy Bear Company
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A 14 page paper analyzing a case describing the company in 1998. Throughout much of the 1990s, Vermont Teddy Bear Company dedicated itself to building for the long-term future, to the point that two CEOs stepped down so that the company could more easily grow into maturity following its entrepreneurial stage. One of the first steps taken by the CEO chosen for growth, Elisabeth Robert, was to ask the "what business are we in?" question, and she accurately identified the company's true competition. Originally dedicated to 100 percent US production including materials, production gradually shifted offshore as sales continued to decline. Despite concurrent goals of decreasing costs, internal costs increased instead as the company tried to build for the future. Analysis reveals that the company's goals were valid and many of the steps taken were considered well, but nonetheless did not strategically fit with the goals they were designed to achieve. Bibliography lists 5 sources.
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Pages:
14
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Filename:CC6_KSmgVTtedBearStr.rtf |
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Paper Title:
Strategic Management at Vermont Teddy Bear Company
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