King Arthur Flour Harvard Case Solution & Analysis

Steve Voigt, CEO of King Arthur Flour, must determine how the company can continue to grow, while maintaining its unique culture. In 1996 the company was sold to employees as transaction ESOP. The following decade saw a significant growth despite the decline in sales in the industry. The success can be attributed both to the quality of the product and the company culture that handle employee owners with respect and allowed them to contribute meaningfully to the future direction of the company. By 2006, King Arthur flour has grown from 60 employees to 200, and Voigt was left questioning whether the unique culture, and the ESOP structure will continue to function as the company continues to expand.
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by Thomas J. DeLong, James Holian, Joshua Weiss Source: Harvard Business School 15 pages. Publication Date: October 31, 2006. Prod. #: 407012-PDF-ENG

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