Tiny Prints

The Tiny Prints case describes the creation of the online stationery company in 2004 through the growth and development until 2007. The three co-founders bootstrapped the company from the beginning, so that they can maintain control over decision-making and strategic direction of the company in the first place. While this decision the founders allowed flexibility and independence, it also led to capital constraints and “good enough” culture that had a variety of positive and negative effects fo … Read more »

The Tiny Prints case describes the creation of the online stationery company in 2004 through the growth and development until 2007. The three co-founders bootstrapped the company from the beginning, so that they can maintain control over decision-making and strategic direction of the company in the first place. While this decision the founders allowed flexibility and independence, it also led to capital constraints and “good enough” culture that had a variety of positive and negative impacts on society. Tiny Prints was ultimately able to grow because of its very specific focus on the announcement of the birth and later holiday market, a focus on customer service and innovation in design and sales. From 2007, the founders were questions about their future growth strategy, especially in view of increasing competition in the market, and were at a turning point where she is required to make the important decision to look into debt.
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from
Mike Child,
Sara Rosenthal
Source: Stanford Graduate School of Business
12 pages.
Release Date: 8 February 2012. Prod #: E426-PDF-ENG
Tiny Prints HBR case solution