Case | HBS Case Collection | 1994 (Revised from original version)
by Kim B. Clark
Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to acquiring a plant in Ireland. Sufficient information is provided to allow an analysis of forecasted demand as well as the strategic financial and organizational implications of alternative courses of action.
Keywords: Factories, Labs, and Plants; Forecasting and Prediction; Financial Strategy; Information; Growth Management; Organizational Design; Performance Capacity; Risk and Uncertainty; Apparel and Accessories Industry; Republic of Ireland;
Citation:
Clark, Kim B. "New Balance Athletic Shoes." Harvard Business School Case 680-110, April 1994. (Revised from original January 1980 version.)
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Modularity in the Design of Complex Engineering Systems
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