Roxanne Quimby Case/Burt's Bees

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Executive Summary Roxanne Quimby, the founder of Burt’s Bees, made the strategic decision to move company operations from Maine to North Carolina. Although a highly successful organization with $3 million in revenue in 1993, Quimby felt that the firm had outgrown their location in Maine. Strategic advantages for the move included lower production costs, better employment tax rates, ability to attract skilled and talented workers, and optimization of their distribution capabilities. However, with these goals and changes in mind, Quimby soon had second thoughts when she realized that the company would undergo a significant transformation in identity, culture and strategy. Based on the given situation, she concluded that her only options were as follows: move back to Maine, stay in North Carolina or sell the company. Logistically, Burt’s Bees would change their entire business model in North Carolina. Focusing on maturing the business to be fully scalable, the company planned on reducing their product line to automate production. This minimization in costs would allow Burt’s Bees to recruit talented business professionals capable of growing the company substantially. While these changes would be necessary for Burt’s Bees to become a high potential business, the transformation would require abandoning the processes and products that had made them successful. Despite Quimby’s reluctance to these changes, evidence of her personal development suggests that she is entirely capable of taking the next step in growing the business. From living a minimal lifestyle of little responsibility to starting a company from the ground up, Quimby’s ambitions seem to grow with her business. Referring to Burt’s Bees as her “baby”, Quimby has finally found her passion in something she truly cares about. Therefore, selling the company or stunting its growth in Maine, would

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