Down East Spud Busters Case Analysis
Frank Goodman
4/23/13
BA 206
Down East Spud Busters Case Analysis
I have to say that I like the idea of this company in generally and it seems like it would be a very interesting, profitable, and even fun place to manage. Down East Spud Busters has some very lofty and ambitious strategic plans for expansion and growth. I like that their Canada Division is functioned as a local cooperative where it is centrally located to take in potatoes from local farmers. This will give this big conglomerate grounded to the “little guy” and hopefully keep the company connected on the local level as it expands. As Deep East Spud Busters expands from Canada and Maine to Idaho, Europe, the Pacific Rim, and then into nationwide sales and distribution, the “people factor’ will become increasingly important. By the “people factor,” I am of course, to put it into business terms, talking about Human Resources. Given the immense geographical expanses and logistical challenges that will no doubt be a factor in such a major expansion, Human Resources are going to very important as they open up the new production plant in Idaho, continue innovating at the Maine higher-value processing plant where new, fresh ideas are paramount, penetrating international markets in Europe and the Pacific Rim where consumers have a totally foreign culture and speak a different language, and as they tap into nationwide sales and distribution here across the United States. The reason being is that folks are different wherever you go and to have a successful company these days, management needs to be less rigid and more organic while treating its stakeholders as individuals with different needs and embracing diversity. But maybe you’re saying to yourself right now “potatoes are potatoes anywhere you go” or something like that. My response would be that sure potatoes are potatoes but people and their cultural situations are unique wherever you go. Laws and regulations are also different wherever one
4/23/13
BA 206
Down East Spud Busters Case Analysis
I have to say that I like the idea of this company in generally and it seems like it would be a very interesting, profitable, and even fun place to manage. Down East Spud Busters has some very lofty and ambitious strategic plans for expansion and growth. I like that their Canada Division is functioned as a local cooperative where it is centrally located to take in potatoes from local farmers. This will give this big conglomerate grounded to the “little guy” and hopefully keep the company connected on the local level as it expands. As Deep East Spud Busters expands from Canada and Maine to Idaho, Europe, the Pacific Rim, and then into nationwide sales and distribution, the “people factor’ will become increasingly important. By the “people factor,” I am of course, to put it into business terms, talking about Human Resources. Given the immense geographical expanses and logistical challenges that will no doubt be a factor in such a major expansion, Human Resources are going to very important as they open up the new production plant in Idaho, continue innovating at the Maine higher-value processing plant where new, fresh ideas are paramount, penetrating international markets in Europe and the Pacific Rim where consumers have a totally foreign culture and speak a different language, and as they tap into nationwide sales and distribution here across the United States. The reason being is that folks are different wherever you go and to have a successful company these days, management needs to be less rigid and more organic while treating its stakeholders as individuals with different needs and embracing diversity. But maybe you’re saying to yourself right now “potatoes are potatoes anywhere you go” or something like that. My response would be that sure potatoes are potatoes but people and their cultural situations are unique wherever you go. Laws and regulations are also different wherever one