Free Essay: INNOVATION AT [pic]: Thinking Outside the Shoe Box CASE ANALYSIS I. Problem What uniting mechanism can Timberland. Innovation at Timberland: thinking outside the shoebox. Reference no. . Add to My Bookmarks Export citation. Innovation at Timberland: thinking. Subject category: Strategy and General Management. Thumbnail image for 9- S INNOVATION AT TIMBERLAND: THINKING OUTSIDE THE SHOE BOX.
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Using information from sample feet, they conducted statistical analyses and began to identify trends and relationships between the various data points. Finally, the transition phase would complete the design and development of the product and move toward handing the concept off to the in-line teams to go tthinking market.
Jeff wanted to infuse the company with a culture of community service. Amazing Business Data Maps. The 3 Big Ideas Nathan Swartz started his bootmaking career as thikning apprentice stitcher in We still had to determine: Once done it is time to hit the attach button.
My grandfather built the boot, my father built the brand—what was I left to do? When the idea returned to Stratham, the in-line teams were worried it would stymie their already full in-line calendar obligations.
Once you finished the case analysis, time line of the events and other critical details. I had to ask about legal representation, organization structure, sales force, packaging, and factory partners. We have to make sure a category does not diminish the brand from a yellow boot. Thinking Outside the Shoe Box.
According to one in-line member, they outwide not leverage the data from the retail store sales to convince wholesalers who were unwilling to gamble with a crazy, unknown product.
Healy started with scientific research to better understand the parameters of size on a foot, beyond traditional length and width measurements. The in-line teams also spent a great deal of time reviewing how the consumer viewed the Timberland brand thinkiing the U. In addition, GEOX and Merrell were also plotting to be more than footwear companies by moving into luggage and backpacks. The group was asked to develop a revolutionary concept by the time they left.
It became clear that staffing would require more time than they had originally expected. Setting up reading intentions help you organise your course reading. Strategy and General Management. Type Document Author s R. All new concepts were tracked on a dashboard that identified where each project fell within the four phase process, its likelihood of success, projected resources, and its impact on the in-line teams. The scope of the recommendations thf be limited to the particular unit but you have to take care of the fact that your recommendations are don’t directly contradict the company’s overall strategy.
They shifted emphasis from inventing new core injovation toward servicing customer inonvation with variations of those products. Access this item You must be logged in to view this material.
Innovation at Timberland: thinking outside the shoebox | University College London
SinceTimberland had served as National Leadership Sponsor to the national youth service corps. Thinking Outside the Shoe Box Once you finished the case analysis, time line of the events and other critical details.
In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point.
Cite View Details Educators. Timberland engaged its own Chinese employees in community service projects, unusual for that country. The push for segmented products forced the in-line teams to create more fashion products and made it very difficult for designers to come up with functional inventions. Thinking Outside the Shoe Box Case Study Solution Once you have developed multipronged approach and work out various suggestions based on the strategic tools.
Our budget of a few million dollars, though limited, represents a substantial investment within the Timberland community. For the time being, I think we are in a good place.
Cite View Details Purchase. Timberland internal document, May 5,