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Case from journal
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Reference no. NAC2009
Authors: Tom Hinthorne
Published by: NACRA - North American Case Research Association
Published in: "The Case Research Journal", 2000
Length: 24 pages
Data source: Field research

Abstract

Gardner Distributing Company purchases, sells, and distributes Iams premium pet food products (68 percent of sales), pet supplies (14 percent of sales), and lawn and garden supplies (18 percent of sales). The case sketches: (1) the background and management style of the owner, Butch Tonigan; (2) the start-up and development of the business from 1980-1999; (3) the transition to a professioanl management team; (4) the financial restructuring of the business; and (5) the development of a marketing strategy. The management team has developed a purpose, mission, and objectives; but the strategies of the firm are not clear. A change in Iam''s strategy and hiring of a key account manager seem to be creating new opportuinities for the firm in 1999. The challenge is to define the firm''s strategies. This will require an understanding of the business and the two industries in which the firm operates. It will also require a synthesis of the manager''s dialogue on the strategic options of the business. A surprising epilogue extends the analytical possibilities.

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Abstract

Gardner Distributing Company purchases, sells, and distributes Iams premium pet food products (68 percent of sales), pet supplies (14 percent of sales), and lawn and garden supplies (18 percent of sales). The case sketches: (1) the background and management style of the owner, Butch Tonigan; (2) the start-up and development of the business from 1980-1999; (3) the transition to a professioanl management team; (4) the financial restructuring of the business; and (5) the development of a marketing strategy. The management team has developed a purpose, mission, and objectives; but the strategies of the firm are not clear. A change in Iam''s strategy and hiring of a key account manager seem to be creating new opportuinities for the firm in 1999. The challenge is to define the firm''s strategies. This will require an understanding of the business and the two industries in which the firm operates. It will also require a synthesis of the manager''s dialogue on the strategic options of the business. A surprising epilogue extends the analytical possibilities.

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