Martin Fassler's dynamic entrepreneurial and advanced ability was evident when he saw a possibility in the smoked marlin marketplace and started his now-successful company, Fassler Gourmet (FG). After contending with the early challenges that each new entrepreneur confronts, he found success in supplying airlines flying out of Seoul, Bangkok and Singapore with original seafood dishes. Airline travel - and FG's sales - were decimated the SARS epidemic in 2003 by the Asian Financial Crisis in 1998 and also the international economic downturn in 2008. During these tough times, Fassler developed five diverse and growing markets for exotic seafood and shone in initiation and diversification. Rather than fire employees during these catastrophes, Fassler reduced their work hours and therefore cultivated an exceptionally loyal workforce.
Should he persist to lead, innovate and spread further than or should he begin to cut back his involvement? Divesting himself of this successful company, giving his younger supervisors obligations or selling a share to a new partner entirely are all options, but his faithful work force alienating.
PUBLICATION DATE: June 26, 2013 PRODUCT #: W13256-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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