Subject category:
Entrepreneurship
Published by:
Stanford Business School
Version: June 1991
Length: 13 pages
Data source: Field research
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Abstract
The (B) case brings Giro up to 1990, a time when the company faced increasing competition foom both 'knock-off' manufactures and major players in the cycling industry. At this time Jim and Giro's new President and COO, Bill Hannemann, had to evaluate the market place, the company's internal strengths and resources, and Giro's overall vision to develop a plan for choosing new products and markets. The decisions Giro faced included not only selecting the specific products and markets but also the bigger challenges of defining Giro's identity and creating processes to make important decisions.
Subject category:
Entrepreneurship
Published by:
Stanford Business School
Length: 30 pages
Data source: Field research
About
Abstract
The (B) case brings Giro up to 1990, a time when the company faced increasing competition foom both 'knock-off' manufactures and major players in the cycling industry. At this time Jim and Giro's new President and COO, Bill Hannemann, had to evaluate the market place, the company's internal strengths and resources, and Giro's overall vision to develop a plan for choosing new products and markets. The decisions Giro faced included not only selecting the specific products and markets but also the bigger challenges of defining Giro's identity and creating processes to make important decisions.
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Subject category:
Entrepreneurship
Published by:
Stanford Business School
Length: 30 pages
Data source: Field research