Harvard Case - Artesanías de Colombia
"Artesanías de Colombia" Harvard business case study is written by Guillermo D'Andrea, Javier Jorge Silva, Emmanuel ER Raufflet, Maricruz Prado. It deals with the challenges in the field of Strategy. The case study is 22 page(s) long and it was first published on : Jan 12, 2015
At Fern Fort University, we recommend Artesan'as de Colombia (ADC) adopt a multi-pronged strategy focused on digital transformation, international expansion, and sustainable growth. This approach leverages ADC's existing strengths in craftsmanship and cultural heritage while embracing innovation and technology to navigate the evolving global marketplace.
2. Background
Artesan'as de Colombia is a non-profit organization dedicated to promoting and supporting Colombian artisans. Facing dwindling sales and increasing competition, ADC seeks to revitalize its business model and secure a sustainable future. The organization possesses a rich heritage of craftsmanship, a strong network of artisans, and a deep understanding of Colombian cultural traditions. However, it struggles with outdated technology, limited marketing reach, and a lack of international presence.
The case study centers around the challenges faced by ADC and its CEO, Maria Fernanda Gonzalez, who is tasked with finding a path forward.
3. Analysis of the Case Study
Strategic Analysis:
SWOT Analysis:
- Strengths: Strong brand recognition, unique product offerings, skilled artisans, cultural heritage, non-profit status.
- Weaknesses: Limited technology infrastructure, outdated marketing strategies, lack of international presence, dependence on domestic market.
- Opportunities: Growing global demand for handcrafted goods, increasing interest in sustainable and ethical products, potential for online sales, access to international markets through online platforms.
- Threats: Competition from mass-produced goods, evolving consumer preferences, economic fluctuations, counterfeiting, environmental challenges.
Porter's Five Forces:
- Threat of new entrants: Moderate, due to the need for specialized skills and knowledge.
- Bargaining power of buyers: Moderate, as consumers have access to diverse options.
- Bargaining power of suppliers: Low, as artisans rely on ADC for market access.
- Threat of substitutes: High, due to the availability of mass-produced goods.
- Rivalry among existing competitors: High, with increasing competition from both domestic and international players.
Value Chain Analysis:
- Primary Activities: Product design and development, sourcing of materials, manufacturing, marketing and sales, distribution.
- Support Activities: Human resource management, infrastructure, technology, procurement.
Business Model Innovation:
- Value Proposition: Unique handcrafted products, cultural heritage, ethical sourcing, support for Colombian artisans.
- Customer Segments: Domestic and international consumers seeking authentic, handcrafted goods.
- Channels: Online platforms, physical stores, partnerships with retailers.
- Customer Relationships: Direct sales, personalized experiences, community building.
- Revenue Streams: Product sales, licensing fees, workshops and events.
Financial Analysis:
- ADC's financial situation is precarious, with declining sales and limited resources.
- The organization needs to explore innovative revenue streams and cost-saving measures.
- Investments in technology and marketing are crucial for long-term growth.
Marketing Analysis:
- ADC requires a robust digital marketing strategy to reach a wider audience.
- The organization needs to leverage social media, online marketplaces, and content marketing.
- Brand building and storytelling are essential to differentiate ADC's products.
Operational Analysis:
- ADC needs to streamline its manufacturing processes and improve supply chain efficiency.
- The organization should explore partnerships with technology companies to enhance its digital capabilities.
- Training and upskilling of artisans are essential for maintaining quality and competitiveness.
4. Recommendations
1. Digital Transformation:
- Implement an e-commerce platform: Develop a user-friendly website and online store to reach a global audience.
- Leverage social media: Create engaging content and build a strong online community to promote ADC's products and brand.
- Invest in digital marketing: Utilize targeted advertising, search engine optimization (SEO), and email marketing to drive traffic to online platforms.
- Embrace technology: Implement AI and machine learning to optimize inventory management, personalize customer experiences, and improve operational efficiency.
2. International Expansion:
- Target specific markets: Conduct thorough market research to identify countries with high demand for handcrafted goods and cultural products.
- Explore partnerships: Collaborate with international retailers, distributors, and online marketplaces to expand reach.
- Develop a global marketing strategy: Adapt marketing materials and messaging to resonate with diverse audiences.
- Consider foreign direct investment: Explore opportunities to establish physical presence in key markets.
3. Sustainable Growth:
- Develop a comprehensive sustainability strategy: Integrate environmental sustainability into all aspects of the business, from sourcing materials to packaging and distribution.
- Promote fair trade practices: Ensure ethical sourcing and fair compensation for artisans.
- Invest in training and education: Empower artisans with the skills and knowledge needed to adapt to changing market demands.
- Collaborate with government agencies: Seek support for initiatives promoting sustainable development and cultural preservation.
5. Basis of Recommendations
- Core Competencies and Consistency with Mission: The recommendations align with ADC's core competencies in craftsmanship and cultural heritage while promoting sustainable growth and social impact.
- External Customers and Internal Clients: The recommendations address the needs of both domestic and international consumers while empowering artisans and fostering their economic well-being.
- Competitors: The recommendations position ADC to compete effectively in the global market by leveraging digital technology and embracing sustainable practices.
- Attractiveness: The recommendations are expected to increase revenue, improve profitability, and enhance ADC's long-term sustainability.
6. Conclusion
By embracing digital transformation, international expansion, and sustainable growth, Artesan'as de Colombia can secure a prosperous future while preserving its rich cultural heritage. This strategy will enable ADC to leverage its unique strengths and navigate the challenges of a globalized and competitive market.
7. Discussion
Alternatives:
- Focusing solely on the domestic market: This approach would limit growth potential and expose ADC to increased competition.
- Merging with another organization: This could provide access to resources and expertise, but it also carries risks related to cultural integration and loss of autonomy.
Risks and Key Assumptions:
- Technology adoption: Successful implementation of digital technologies requires significant investment and expertise.
- Market acceptance: International expansion requires careful market research and adaptation of products and marketing strategies.
- Competition: The global market for handcrafted goods is highly competitive, requiring continuous innovation and adaptation.
8. Next Steps
- Develop a detailed strategic plan: Outline specific goals, timelines, and resource allocation for each recommendation.
- Establish a dedicated team: Assemble a team with expertise in digital marketing, international business, and sustainability.
- Secure funding: Explore grants, partnerships, and investment opportunities to support the implementation of the strategy.
- Monitor progress and make adjustments: Regularly assess the effectiveness of the strategy and make necessary adjustments based on market dynamics and performance indicators.
By taking these steps, Artesan'as de Colombia can transform itself into a thriving organization that celebrates Colombian craftsmanship, empowers artisans, and contributes to the global market for handcrafted goods.
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Case Description
Upon becoming General Manager of Artesanías de Colombia (AC) in January 2007, Paola Muñoz faced the challenge of redefining the organization's strategy. The mission of AC, a mainly government organization with a 3 % private ownership, was to foster, promote, and market Colombian handicrafts, thus creating economic development opportunities for artisans, a low-income, mainly indigenous population. In early 2007, soon after assuming her role as General Manager, Paola evaluated the strategy, achievements, and limitations of her predecessor's 16-year-long management tenure, in order to craft her own strategy for the organization. Whereas the previous strategy focused on crafts-with a strong emphasis on the promotion of design and the positioning of crafts as very differentiated products among high-income clients-Paola wanted to discuss with her staff the pros and cons of reorienting the AC's strategy toward the artisans, through increased training, support, and capacity building especially in administrative, economic and organizational areas. The case is based on an organization that is primarily a public/ government organization with a social mission. Governments and government agencies still represent in most OECD countries between 40% and 50% of the economy. This case invites students to (1) strategy formulation in not-for-profit or governmental contexts (specifically in this case a hybrid organization with (a) a dual mandate -social and business orientations (b) in a sector in which the small focal organization promotes value creation with a vast number of producers -over 350,000 artisans in the country) and to (2) highlight the relevance and limitations of strategic management concepts and tools in such contexts. Besides a strategic management course, this case can be used in a corporate social responsibility course to illustrate the challenges of a hybrid organization, in which profit-making and social mission are complementary objectives.
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