Dansk Designs LTD. was founded in 1965.

In 1st year of its operation sales was $1,00,000/In 1980 Sales grew to $10,00,000/In 1980 product catalogue listed 600 items. In 1980 Profit after tax was $ 7,50,000/-

Ted Nierenberg (Founder President)

Lubell (Administration, Finance,& Manufacturing)

MBAs Hired

Quistgaard (Design product)

Additional Designers

To maintain a 20% growth rate per year in profit.

DDL planned to enter a new market area Houseware.

Assumed 3 times growth in new market

Burt Klapper

Maria Wazeter

Sy. Baxter

Jens Quistgaard

Niels Refsgaard

Royalty

Gunnar Cryen

Supplier

Delegation

Style

Strength 1..Marketing/Strong brand recognition 2.Product development 3.Strong consumer loyalty 4.Industry leader

Weakness 1.No manufacturing operations 2.No research of market segment 3.No standard operating procedures 4.Aging corporate officers/Leadership

Opportunity 1.Expand market segment with new housewares product line, Dansk Gourmet Designs Ltd 2.Recruitment of formally educated management 3.New materials and technology

Threats 1.New suppliers for raw materials and manufacturing to handle expansion 2.Financing resource 3.Rivalry among existing competitors in new pricing market and customer segments 4.Global marketplace

1.No manufacturing operations 2.No research of market segment 3.No standard operating procedures 4.Aging corporate officers/Leadership

1.Expand market segment with new housewares product line, Dansk Gourmet Designs Ltd 2.Recruitment of formally educated management 3.New materials and technology

1.New suppliers for raw materials and manufacturing to handle expansion 2.Financing resource 3.Rivalry among existing competitors in new pricing market and customer segments 4.Global marketplace

Geographic separation of Headquarters

Informal business practices

Unfamiliar with customer base/market segments

Entrenched Leadership

Nirenberg (100% Equity)

Lubell and Klapper

Acquired OR Public

Product Development Activity

Designing of Bowls & Trays

Possibility of Mfg.

In 1980 Development Process

No research on customer needs and desires

Initiate standard operating procedures

Concentrated on a specific buyer group in a specific market

Look for different suppliers

New divisions for research, advertising, and sales

Top management should determine an organizations goals, strategy and design