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Sometimes, doing the right thing is more important than profits, a lesson

Assignment Solutions, Case study Answer sheets <br>Project Report and Thesis contact<br>aravind.banakar@gmail.com<br>www.mbacasestudyanswers.com<br>ARAVIND – 09901366442 – 09902787224<br><br>Business Environment<br><br>Case Studies<br>CASE STUDY (20 Marks)<br>Sometimes, doing the right thing is more important than profits, a lesson that Malden Mills learned firsthand. When the factory burned down in 1995 just two weeks before Christmas, production halted and employees assumed they'd be out of work until the factory was rebuilt. But CEO Aaron Feuerstein extended the employees 90 days at full pay, as well as 180 days with benefits at a cost of $25 million to Malden Mills. After the factory was rebuilt and all of the displaced workers were rehired, cooperation and productivity reached a new high, with 40% more business, 95% customer and employee retention, and a production increase from 130,000 to 200,000 yards per week. However, since then, Malden Mills has been to bankruptcy court three times, with much of the debt tied to the rebuild of the factory. Feuerstein made employees happy, to be sure, but business students should study this case to consider whether bold philanthropic actions will pay off in the end.<br><br>Answer the following question.<br><br>Q1. Do you agree with the actions taken by CEO? Justify your reply.<br><br>Q2. What may be reasons for reaching the production of the factory a new high? Discuss in detail.<br><br><br>Assignment Solutions, Case study Answer sheets <br>Project Report and Thesis contact<br>aravind.banakar@gmail.com<br>www.mbacasestudyanswers.com<br>ARAVIND – 09901366442 – 09902787224<br><br><br>

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Sometimes, doing the right thing is more important than profits, a lesson

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  1. Business EnvironmentDr. Aravind Banakar9901366442 – 9902787224

  2. Business Environment Case Studies CASE STUDY (20 Marks) Sometimes, doing the right thing is more important than profits, a lesson that Malden Mills learned firsthand. When the factory burned down in 1995 just two weeks before Christmas, production halted and employees assumed they'd be out of work until the factory was rebuilt. But CEO Aaron Feuerstein extended the employees 90 days at full pay, as well as 180 days with benefits at a cost of $25 million to Malden Mills.

  3. After the factory was rebuilt and all of the displaced workers were rehired, cooperation and productivity reached a new high, with 40% more business, 95% customer and employee retention, and a production increase from 130,000 to 200,000 yards per week. However, since then, Malden Mills has been to bankruptcy court three times, with much of the debt tied to the rebuild of the factory. Feuerstein made employees happy, to be sure, but business students should study this case to consider whether bold philanthropic actions will pay off in the end.

  4. Answer the following question. Q1. Do you agree with the actions taken by CEO? Justify your reply. Q2. What may be reasons for reaching the production of the factory a new high? Discuss in detail.

  5. Global Study Solutions Dr. Aravind Banakar aravind.banakar@gmail.com www.mbacasestudyanswers.com 9901366442 – 9902787224

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