When Jeffrey Swartz is the third generation in his family to lead Timberland Co, he made community involvement is an integral part of the company. Under the direction of Schwartz, Timberland formed in close cooperation with the City, the national housing young people engage in activities of public works, community enterprise established a division to plan community service events, and give each employee 32 hours of paid annual leave to attend the service to work. As a result of these initiatives, Schwartz believes that the idea of public works in Timberland has moved beyond traditional notions of charity or cause-related marketing is to be a central element of the company and brand identity. However, in 1995, an impressive growth in sales Timberland enjoyed in the early years of ownership by Jeffrey Schwartz as COO leveled. The company reported its first loss, and began a major restructuring. Hard times led some observers to question the continuing commitment to community service Timberland. Abbreviated version of the case.
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by James E. Austin, James Quinn Source: Harvard Business School 5 pages. Publication Date: January 16, 2004. Prod. #: 304086-PDF-ENG
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