Mark Alsentzer never saw himself as an environmentalist, but as a businessman. Alsentzer began investing in the company Earthcare in 1996, because he. Much thought of turning its concept tossed-away plastic in an advantageous product, plastic timber The business was in financial difficulties at the end of 1996, so Alsentzer took over. Investing in research to help the manufacturing process and the acquisition of other companies plastic lumber expand output while increasing the product recognition … Read more »

Mark Alsentzer never saw himself as an environmentalist, but as a businessman. Alsentzer began investing in the company Earthcare in 1996, because he. Much thought of turning its concept tossed-away plastic in an advantageous product, plastic timber The business was in financial difficulties at the end of 1996, so Alsentzer took over. Investing in research to the manufacturing process and the acquisition of other companies helped expand plastic lumber output while increasing product recognition contributed to consumer demand for plastic lumber. Alsentzer counted on this two-pronged strategy to secure the future of the company.
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from
Terry Anderson,
J. Bishop Grewell
Source: Stanford Graduate School of Business
13 pages.
Release date: 01 February, 2001. Prod #: SM81-PDF-ENG
U.S. Plastic Lumber HBR case solution