Lakeland Wonders Case Study

1. How will the new CEO's vision change the Lakeland Marvels organisation?

- Change of brand name image- no longer 'Handcrafted with pride in the U.S.A.'. - Modification of organisational culture with the proposed growth. - Produce brand-new earnings streams with expansion into new markets. - Departure from the standard design of the company.

2. What are the main issues of the stakeholders who do not concur with her vision?

- Loss of Lakeland Marvels image and '94 year tradition'. - Broadening too rapidly could damage the business, issue over speed of modification.

- Potential logistics concerns with outsourcing.

- Concern over quality control and possible damage to brand image. - Regional, long term partners would be lost. - New CEO's absence of clear brand name technique for proposed brand-new items. - Union issues- threatened by outsourcing, not spoken with previously on, and so on - Brand-new CEO's strategy to bring in brand-new individuals (Cecil, Pat) will make long term employees feel threatened and insecure.

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3. Does your group think the proposed strategy is a good strategic move for Lakeland Wonders? If yes, why? If not, why not?

We think that the proposed strategy is a good move for the following reasons: • Increased growth potential, increased profits- enabling the company to grow in line with targets set by board. • Expansion into growing market-mid non-electric market only segment predicted for double digit growth. • Ensures the company remains competitive over the long term.

• Cost effective. • New staff, new ideas and fresh growth- overall improvement for the company.

However there are also some negatives: • The overall planning is needs to be effective and complete otherwise it could be damaging to the company. • CEO’s push to force through the changes is causing divisions within the company. • Potential loss of the core quality of the company (traditional, made in USA, etc.) • Risk alienating current customers.