Tella Oy: Nordic Boutique or Finnish Global Enterprise?
(6 pages of text)
In 2020, the chief executive officer of Tella Oy, a small Finnish hat-making firm, wanted to achieve €2 million in turnover. She had been pursuing a regional growth strategy with some success since 2016, when she had founded the business after acquiring the long-established family firm. With the onset of the COVID-19 pandemic, the firm had abandoned its internationalization plans and began fabricating personal protective clothing. When the chief executive officer met with consultants, several expansion options were raised: remaining regionally focused, entering into exclusive supply arrangements, pursuing opportunities in Asia, licensing her designs, or becoming a fully online retailer. As a small firm with no permanent employees, which of these various options could Tella Oy realistically pursue? More importantly, was this chief executive officer ready to give up her role as chief designer to take on the role of managing director?
This case is suitable for undergraduate-level courses on international entrepreneurship and digital marketing. Learners should have a working knowledge of foreign market entry strategies, e-commerce business models, and social networking channels. After working through the case and the assignment questions, students will be able to do the following:
- Evaluate the strategic options available to small business owner/managers seeking growth opportunities beyond their domestic markets.
- Assess the risks facing small business owner/managers seeking to internationalize.
- Conduct a social media audit.
- Identify techniques for improving customer engagement.
Finland, Small, 2020
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