In May 2013, whoever owns Sawdust, Co., a small woodworking business outside Kigali, Rwanda, has to determine on a new strategic direction for his company while not compromising its previous success. He had started the company in 2007 with the goal of revolutionizing the sawdust sector in his country by offering employment to both survivors and perpetrators of the 1994 genocide while also promoting social welfare in the region. Even though the firm has reached modest gains, he's enthusiastic to do more.
However, some tough choices lie ahead. He can decide to go alone and take out bank loans to invest in the three lines of machinery needed to enlarge the company; he can participate in a joint venture in which he will need to give up an equity position in return for the required capital; or he can follow the status quo. How can he stay profitable and socially responsible achieve top line sales increase and withstand international competition?
Sawdust, Co. case study solution
This is just an excerpt. This case is about STRATEGY & EXECUTION
PUBLICATION DATE: June 05, 2015 PRODUCT #: W15215-HCB-ENG
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