A brief of our analysis of Marimekko case study

1. Marimekko
PRESENTED BY: GROUP 3 P. Chandra Priyan
Piyush Tripathi
Pradeepan N
Rohit Yadav
Mudit Pathak
Nirmal Singh
Masna Sai Bharath
Vivek Jain

2. contents
 Introducing Marimekko
 Armi Ratia & Amer Group
 Organizational Structure Differences
 Similarities between Armi and Kirsti
 Guiding Philosophy
 Unique Organization Features
 Components of Thesis
 Turnaround
 Possible Challenges Ahead
 Key Takeaways/Observations
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3. Introducing Marimekko
 It is a Finnish home furnishings, textiles, and fashion company based in Helsinki, Finland.
 Founded in 1951 by Viljo and Armi Ratia.
 “Mari”- common female , “mekko”- dress
 The aim of the company was to create something different with beauty and longevity in mind for common
females.
 Hired aspiring young designers to generate attractive stylish prints for the company Ex. Maija Isola
 Initially the dresses were made of loose-fitting for comfortability.
 The company made its products available internationally in the late 1950s.
 Major push in 1960 when Jacqueline Kennedy, the wife of U.S. presidential candidate John F.Kennedy, purchased
seven Marimekko dresses. 18-06-2019 3
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4. Armi Ratia
• Insisted to use the name of designers
• Taking risks which at times makes loss to the
company
• Giving designers & machinists to take decisions
• Restructured due to financial issues
• New marimekko – less products, focus on
clothing & textile home products
• New initiatives like contracting with freelance
designers
• Ad woman
• Concept of Marimekko-
To create something
radically different
• Major push in 1950s
because of Jacqueline
Kennady
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5. Amer group
• A Finnish Conglomerate bought the loss making Merimekko in
1985
• Became a small unit in the big firm managed through a
centralised manner
• Lost the marimekko’s unique character
• Sold to Kristi Paakkanen in 1991
Amer Group
Sports Plastics
Other
industries
…..
…..
Marimekko
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6. ORGANIZATIONAL STRUCTURE CHANGES/DIFFERENCES
 SHIFT FROM ORGANIC/NETWORK TO HIERARCHY TO ORGANIC/NETWORK AGAIN
DIVISION OF
LABOR
By knowledge
sharing
Co-ordination
Mechanism
Cross
Functional
Teams
Decision
Rights
Highly
Decentralized
Boundaries Highly
Dynamic
Importance of
Informality
High
Basis of
Authority
Expertise &
Resources
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7. Similarities Between ARMI RATIA and
KIRSTI PAAKKANEN
ARMI RATIA
1. Was an Adwoman
2. Wanted to be different
3. Risk Taking (trying new designers
and markets)
4. Treated her workers well (asked
press to focus on designers)
5. Gave designers Freedom to innovate
6. Believed in Principle of Equality
KIRSTI PAAKKANEN
1. Excellent at advertising and marketing
2. Supporter of an environment conducive to
creativity
3. Risk taking behaviour (investing her own
funds)
4. Gave designers Creative Freedom
5. Developed sense of togetherness in the firm
6. Against Bureaucracy
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8. Key Terms Guiding Kirsti Paakkanen’s
Management Approach
 Feelings
 Respect
 Truth
 Enthusiasm
 Discipline
 Reward
 Team Spirit
 Total Responsibility
 Caring
 Fairness
 Social Responsibility
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9. Three Main Components Of Her Self-
Developed Thesis
 Management By Emotion
Respect for everyone; all members have unique talents, creativity
and skills.
 Doing Things Together
Teamwork is necessary for success.
 Creativity Cannot Be Delegated
Permits Artistic Freedom accompanied by Responsibility.
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10. UNIQUE FEATURES
WOMEN
EMPOWERMENT
& FEMINISM
NATIONALISM
&
PATRIOTISM
CREATIVE &
INNOVATION
CENTRIC
INDIVIDUAL
INCENTIVE
SYSTEM
• “Womena”
• Gender Ratio Disparity
• Evident philosophy in
statements made
• Top Level Management
• Incorporation of
Finnish employees
• Inculcating Finnish
Values: Brand Finland
• Impetus to “Made in
Finland”
• Motivation to improve
country
• Willingness to stand
out
• Apt environment
• Incentives
• Creative Freedom to
employee
• Attempt To Increase
Efficiency
• Incentive Motivation
• Impetus/Recognition to
Individual Contribution
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11. TURNAROUND
Aim: To turn the company profitable
 Abolishment of Hierarchical Structure
 Impetus on Team building & teamwork: Retraining Employees
 Reintroducing archived designs
 State of the art technology
 Impetus on profitability of design
 Motivating employees emotionally, psychologically & by incentives
 Diversifying Product Mix
 Venturing into international markets 18-06-2019 11
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12. Possible Challenges
“Control of distribution and managing a consistent brand image to maintain steady growth”
 Issues Due to Uniqueness: May lead to oversupplying if demand isn’t adequate.
 Adapting to different cultural environment.
 Possible rise of conflict between departments.
 Communicating Marimenko/Finnish philosophy to third party franchises
 Maintaining International Brand Image: Eg. in Asian Countries & catering to each market
 May miss out on ideas of men: May need to pay heed to it if international appeal is needed. Eg.
Patriarchal communities 18-06-2019 12
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13. OBSERVATIONS
Considering the future course, we had curiosity regarding the following:
• If Kristi Paakanen can be replaced after her retirement ?
• We aren’t sure about the limitations they have in terms of their marketing resources and
distribution challenges
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