MyPath grew steadily since its inception in 1984 in an industry rife with regulations and oversight. Navigating the healthcare landscape and advocating for its disabled patients became a hallmark of the organization. Through the years, a strong culture emerged thanks in part to employee ownership which contributed to a ‘can-do’ attitude found at all levels … Read More
Purpose The purpose of this paper is to evaluate how the public at large perceives employee ownership, and how public perceptions of employee ownership translate into consumer valuation of goods and/or services produced by employee-owned firms. To the extent that consumer interest regarding the governance and ownership structure of firms matters in their purchasing decision, … Read More
The Wawa associates have an ESOP which plays a key role in Wawa’s culture of ownership. This case explores the role of incentives and levers of control to create a successful retail chain.
This presentation and accompanying worksheet discuss ways to clarify and refine your company’s value proposition, for both employee owned and other firms. It outlines ways to position your brand both internally and externally, gives examples of existing company approaches, and focuses on customer collaboration, strategic growth, and customer development.
CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond’s organization, culture, product development process, advertising and promotion strategy, and specifically its marketing department have been built ‘from the ground up’ to address fundamental changes in retail structure and consumer behavior. Can the Diamond model be successfully applied to other food categories?
Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas.
Is it true that small businesses are just big businesses that haven’t succeeded yet? John Abrams’ company pursues conscious growth not maximum growth.
Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture…
Customer satisfaction incentive schemes are increasingly common in a variety of industries. We offer explanations as to how and when incenting employees on customer satisfaction is profitable and offer several recommendations for improving upon current practice.
In global competition, where investment increasingly determines a company’s capacity to upgrade and innovate, the U.S. system does not measure up.