Matel case study

Question 1: Jill Barat Became CEO of Mattel on August 22, 1996. She had served the company for 15 years and during these years as product manager for Barbie she tripled Barbie's sales to $ 1.4 billion between 1988 and 1995 As CEO, Jill Barad primary goal was to grow earnings per share in line with the company's stated goal of 15 % per annum compounded before the effects of any acquisitions. Despite Mattel's past and Barad's starring role in it many observers of the …

…strategy is the cost reduction by cutting 3000 jobs. This is definitely an emergency action, after the loss of $18 million during the first quarter of 1999. Finally Mattel is going to develop a generation of interactive toys into an alliance with Intel. All these changes show that Mattel has identified the mistakes of the past and is on the right truck. The strategy can be described as emergent, because fundamental changes take place in a short period.