Corporate Strategy. The VTB Company should focus on a growth strategy with a concentration on the teddy bear production line. Growth strategies are best implemented when companies are looking to achieve growth in sales and profits. The concentration on the teddy bear production line and all that goes into making it a highly successful product is best followed because that is the core business of the company.
Over time, VTB should look to get involved in backward integration so that it can have more control over the raw materials it receives. This move would a profitable one over time because VTB would receive better quality materials at cheaper prices. Backward integration should not be the initial course of action because it will take the company some time to develop its competitive position after switching to "All-American" teddy bears (to be discussed later). Even though this move may reduce strategic flexibility, this should not be a major concern because the company should already be trying to become more strategically focused.
Business-Level Strategy. A move towards product differentiation is the key to the future success of VTB. VTB should differentiate its teddy bears by using only American raw materials; in turn, creating an "All-American" bear. The large target market of VTB creates the perfect scenario for product differentiation because differentiation is aimed at broad mass markets. Also, differentiation creates a product that is unique in its industry, which would lend itself to being sold in the profitable collectibles market.
JUSTIFICATION.
A review of the SWOT list and how the new recommendations for VTB affect this list shows the potential these new strategies possess.
Using Strengths. The potentially increased cost of materials could eventually be offset by economies of scale in production due to the already existing large production facilities. The newly upgraded computer systems and efficient shipping process would also help to reduce the cost of goods sold.