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Case from journal
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Reference no. NAC3433
Published by: NACRA - North American Case Research Association
Published in: "The Case Research Journal", 2014

Abstract

Upon becoming General Manager of Artesanías de Colombia (AC) in January 2007, Paola Muñoz faced the challenge of redefining the organization’s strategy. The mission of AC, a mainly government organization with a 3 % private ownership, was to foster, promote, and market Colombian handicrafts, thus creating economic development opportunities for artisans, a low-income, mainly indigenous population. In early 2007, soon after assuming her role as General Manager, Paola evaluated the strategy, achievements, and limitations of her predecessor’s 16-year-long management tenure, in order to craft her own strategy for the organization. Whereas the previous strategy focused on crafts-with a strong emphasis on the promotion of design and the positioning of crafts as very differentiated products among high-income clients-Paola wanted to discuss with her staff the pros and cons of reorienting the AC’s strategy toward the artisans, through increased training, support, and capacity building especially in administrative, economic and organizational areas. This case invites students to evaluate the work involved in crafting the strategy of a hybrid organization with (1) a dual mandate (social and business orientations) (2) in a sector in which the small focal organization (a yearly budget of US$ 1 M, and 140 employees) promotes value creation with a vast number of producers (over 350,000 artisans in the country). Emerging markets, strategy, Colombia, handicrafts, artisans, design, stakeholders
Location:
Industry:
Other setting(s):
2007

About

Abstract

Upon becoming General Manager of Artesanías de Colombia (AC) in January 2007, Paola Muñoz faced the challenge of redefining the organization’s strategy. The mission of AC, a mainly government organization with a 3 % private ownership, was to foster, promote, and market Colombian handicrafts, thus creating economic development opportunities for artisans, a low-income, mainly indigenous population. In early 2007, soon after assuming her role as General Manager, Paola evaluated the strategy, achievements, and limitations of her predecessor’s 16-year-long management tenure, in order to craft her own strategy for the organization. Whereas the previous strategy focused on crafts-with a strong emphasis on the promotion of design and the positioning of crafts as very differentiated products among high-income clients-Paola wanted to discuss with her staff the pros and cons of reorienting the AC’s strategy toward the artisans, through increased training, support, and capacity building especially in administrative, economic and organizational areas. This case invites students to evaluate the work involved in crafting the strategy of a hybrid organization with (1) a dual mandate (social and business orientations) (2) in a sector in which the small focal organization (a yearly budget of US$ 1 M, and 140 employees) promotes value creation with a vast number of producers (over 350,000 artisans in the country). Emerging markets, strategy, Colombia, handicrafts, artisans, design, stakeholders

Settings

Location:
Industry:
Other setting(s):
2007

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