As of April 2012, TerraCycle had seen exponential growth over recent years due to its exceptional value proposition of creating a line of consumer products outside of garbage. With continued global growth, the company's biggest challenge was how to move forward while remaining true to its mission of manufacturing fun products that consumers enjoyed, to remove as much waste as possible from landfills. increase profits. In terms of operations, TerraCycle was losing revenue on locally manufactured goods and it habitually caused a delay in its delivery of cargoes to a major retail customer.
All signs indicated that the firm should transfer some of its manufacturing to an international location; nevertheless, TerraCycle established its reputation on its strict adherence to the principles of sustainability, and this kind of move could cause a significant public relations issue. TerraCycle was marred by shortage of time, while both Walmart as well as Target piled up orders. Should the company shift some of its production to China? (Jason Keith Phillips is affiliated with West Chester University.)
PUBLICATION DATE: April 27, 2016 PRODUCT #: W16254-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Tianlong Company and the Toxic Capsule Scandal
Portrait of a Leader: Sheryl Sandberg
The Thoughtful Leader: A Model of Integrative Leadership
When senior executives stop developing
The basis of coaching: Reflections of a coach
BP PLC (A): Going “Beyond Petroleum”?
10 Insights: A First Look at The New Intelligent Enterprise Survey on Winning With Data & 10 Data Points: Information and Analytics at Work
Barenboim: Adaptive leadership (A)
Lifeline Systems, Inc. (B)
Municipal Decentralization in Buenos Aires: Creating the Municipality of Hurlingham
