This final case on Theo Chocolate illustrates strategic decision making that begins with the fundamental mission of the enterprise and then continues to permeate decision making throughout the company. Theo Chocolate operates in an industry rife with human rights abuses and violations of ethical supply chain. Theo Chocolate is governed by a strategic vision that connects to the principles of sustainability, business ethics and human development. This strategic management approach is not without its detractors and its decision is not without tradeoffs. There are several questions you could consider for analysis. In answering the questions, you be required to reflect on the totality of your learning in the class, and the readings assigned for this week. (Do not stay only within the case and ignore the application of your learning.)
1. While the strategic decisions of Theo Chocolate are made based on the experiences and values of its founder, can the same be applied to large publicly held chocolate companies (Hershey’s …)
2. How do the theoretical controversies regarding responsibility of business towards its broader stakeholders versus its shareholders apply to the evaluation of Theo’s strategic management decisions
3. Consequent to its strategic approach, Theo Chocolate relegated to a narrow niche market. How does it compete in this market segment
4. Given its strategic mission, can Theo Chocolate even break out of its focused business strategy?
5. Going beyond Theo Chocolate, can larger broad based public companies emulate /adopt Theo’s strategic mission and still be competitive and deliver to the shareholders maximum value.
6. Generally, and specifically to Theo chocolate, what are the risks and rewards and market costs (short term and long term) for choosing to focus the mission of the company on human development and environmental sustainability.
The paper has the following broad sections
o Introduction
o Key points in the Case
o Applicable theories /models
o Case Analysis
o Conclusion