Subject category:
Entrepreneurship
Published by:
London Business School
Length: 11 pages
Data source: Field research
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Abstract
Towards the end of his first year as Chief Executive, Paul Chandler had launched a strategic review in order to lay the best future path for Traidcraft plc. As a company with strong principles and an unwavering belief in the role of fair trade in poverty reduction, Traidcraft''s growth to £10 million turnover was no small accomplishment. After 22 years, many successes and much change within and around the organisation, Traidcraft was at a critical juncture. Paul needed to quickly chart a course that would lead the plc forward.
Location:
Industry:
Size:
100 employees, GBP10 million revenue in 2001
Other setting(s):
2001
About
Abstract
Towards the end of his first year as Chief Executive, Paul Chandler had launched a strategic review in order to lay the best future path for Traidcraft plc. As a company with strong principles and an unwavering belief in the role of fair trade in poverty reduction, Traidcraft''s growth to £10 million turnover was no small accomplishment. After 22 years, many successes and much change within and around the organisation, Traidcraft was at a critical juncture. Paul needed to quickly chart a course that would lead the plc forward.
Settings
Location:
Industry:
Size:
100 employees, GBP10 million revenue in 2001
Other setting(s):
2001