Said Jim, current, and its management, with a view to the new challenge, growth, competition and range extension. Giro brings to 1990, a time when the company faced increasing competition from both “knock-off” manufacturers and major players in the bicycle industry. At this time Jim had and Giro’s new president and CEO, Bill Hannemann, to evaluate the market, the internal strengths and resources, and current comprehensive vision to develop a plan for the selection of new products and markets … Read more »

Said Jim, current, and its management, with a view to the new challenge, growth, competition and range extension. Giro brings to 1990, a time when the company faced increasing competition from both “knock-off” manufacturers and major players in the bicycle industry. At this time, Jim and Giro’s new president and CEO, Bill Hannemann, had to be assessed on the market, the company’s internal strengths and resources, and current comprehensive vision to develop a plan for the selection of new products and markets. The decisions faced not only contain the current selection of products and markets, but also to define the major challenges of the current identity and the creation of procedures to make important decisions.
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from
James C. Collins,
Nicole Toomey
Source: Stanford Graduate School of Business
13 pages.
Release date: 01 June, 1991. Prod #: SB115B-PDF-ENG
Giro Sport Design (B) HBR case solution

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