Abstract
AbstractThe structure of dairy processing has changed significantly with declining numbers of processors, increasing firm size, and movement of production out of traditional areas. In order to compete with large manufactures on a noncost basis, small cheese manufactures are turning to the production of specialty cheeses and the use of specific value‐added activities in marketing their product. In this study, we examine the strategic management behavior of these firms. A strategic management typology used in previous analyses of small businesses is applied to a sample of forty‐seven Wisconsin cheese plants. A case study of four representative firms is presented.
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