Case Study Of Casa Décor Company

To begin, I chose to interview Moe Hidary, a 31-year-old Entrepreneur & family friend. Moe is the President of Product Development/Sourcing & Merchandising/Design & Co-Founder of Casa Décor Home. Casa Décor Home is a manufacturer & Importer of Lifestyle Home Décor Accessories. This includes Vases, Figurines, Picture Frames, Candle Holders, Decorative Pillows, Throw Blankets, Bathroom Towels & Mats, and Kitchen Textiles. They sell their product to retailers across North America.
Moe Co-Founded the company in August 2016 with his partner Eli Kassin, along with the help of a financial backer, who serves as Chairman of the company.
Prior to him opening Casa Décor, Moe held several positions, across a lot of different industries. Throughout High
In the NY office, they focus on merchandising and designing their lines (Spring, Summer, Fall, Winter, Holiday, etc..) The Merchandising and Design teams have a lead Merchandiser and lead Designer, who report directly to Moe. Both the lead merchandiser and designer manage a team of junior designers, as well as freelance designers. The merchandising and design team work hand in hand with developing trends, lines, and product. Moe works with the team leaders in depth, identifying trends, as well as relaying feedback the sales team receives from their customers. The Product Development (PD) team is responsible for managing the factories and vendors around the world, negotiating pricing (though Moe has the final say), ensuring all orders are placed on time and fulfilled on time, ensuring factories are following the design team’s direction, overseeing Quality Control (QC). They are also responsible for finding new suppliers, as well as new innovative products and product
he shared an experience with a previous employer where there were four partners running the business. Moe was at a senior level right below the partners but felt constantly undermined by the eldest partner. The partner would constantly contradict the other three partners behind their back forcing the employees, many of whom were not even in his department to work his way, even when it contradicts a direct order from their superior. He would also hold the prospect of losing their job or compensation. In turn, it created a resentful and toxic environment, one that Moe vowed never to duplicate. Transparency is Moe’s prime philosophy, always saying what a plan is, allowing an employee to speak their mind (with respect of course), and showing what his end goal is for the company or for a certain