New Balance Case Study : Peter J. Foster

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New Balance Case Study
Peter J. Foster
Southern New Hampshire University

Introduction The New Balance mission is to, “demonstrate responsible leadership, we build global brands that athletes are proud to wear, associates are proud to create and communities are proud to host” (Veleva, 2010). The Boston based company’s enthusiasm for executing this mission is akin to the way the local populace supports their athletic teams and endeavors. Many companies have banner language of always “doing the right thing”, but New Balance is truly a company that puts ethics and social responsibility ahead of all else. New Balance’s commitment to domestic manufacturing is noble yet leaves profits and cost savings on the table when compared to global manufacturing processes. With most complex corporate direction changes, New Balance knows obstacles will need to be overcome. One advantage that New Balance has is a realization by leadership that a healthy Corporate Social Responsibility (CSR) strategy that is aligned with company objectives will create business and profit opportunities that can sit their company among that giants in the footwear/apparel world. New Balance was founded, by William J. Riley, in 1906 as the New Balance Arch Support Company. In 1972, on the day of the Boston Marathon, New Balance was purchased by current Chairman Jim Davis. Davis’ vision of what the company could become and how it could change the industry landscape was very evident. “He

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