Earth Buddy Case Study

Like any young entrepreneur Harary, Rabie, and Varadi faced many tough decisions during the process of starting up Spin Master. It began with the introduction of the companies first toy, the “Earth Buddy”, as contrary to most toy companies who will look to introduce their products at large department stores or children’s stores. Rabie figured that it would be smart to introduce the Earth Buddy to Roots Canada the clothing retailer. This was unusual and could be seen as an nonprogrammed decision as Rabie and the other founding members of Spin Master had never had to make a decision like this before. Being their first toy to be introduced into the market Rabie made this decision purely from his logic and what he knew about Roots as a company,

Once they were introduced to the air-pressured- airplane they saw opportunity the market for this. They believed that there had to be a middle ground to the market for air-pressured airplane toys, and they made the decision to target the market in that way. This decision could again be seen as a nonprogrammed decision, as it was more of a gut decision in which they made by looking at the state of the market. They had no prior decisions which they had made in targeting the market in a certain way, and thus making this decision based of logic, and what they knew about the market. When introducing the “Mighty Beanz” to the market they followed a similar marketing technique and philosophy as that of the “Devil Sticks”. They did this with the success of the “Devil Sticks” in mind, when marketing the product. This can be classified as a programmed decision, as they used the past marketing strategy, knowing it was effective and successful to market their new product, without much thought or logic behind it. The non programmed decisions came while the company was still relatively new and inexperienced, while the programmed decisions came more when the company was a little more