The Tiny Prints instance describes the initiation of the internet stationery company in 2004, through evolution and its growth to 2007. The three cofounders bootstrapped the firm from the start, mostly so they could retain control over the decision-making and tactical direction of the business. While that conclusion permitted the cofounders elasticity and sovereignty, it also led to principal constraints and a "good enough" society that had a assortment of positive and negative consequences for the organization. Ultimately, Tiny Prints was able to grow due to its focus on the birth announcement, and later vacation that is very specific, market, an emphasis on customer service and innovations in design and distribution.
As of 2007, the creators were at an inflection point where they needed to consider the significant decision of bringing in outside capital, and faced questions regarding their future growth strategy, particularly given increasing competition in the marketplace. Part B of the case investigates the management team's determination to maintain charge of the business and continue to grow organically or to move forward with a purchase offer from Shutterfly.
Tiny Prints (A) Case Study Solution
PUBLICATION DATE: February 28, 2012 PRODUCT #: E426A-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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