For as long as year and a half, Mandy Cabot had stressed that the shoe business she had incorporated with a flourishing operation with $90 million in yearly income and more than 110 representatives may rather be a place of cards. The administration theory that had guided Danskos development, self-teaching - bringing youthful lively representatives with little business experience and coaching them- - appeared to be illsuited for the following period of development. Just as unsafe was the way that with couple of special cases, none of the senior administration group had any related knowledge in the footwear business. So when a very much regarded industry pioneer got some information about a merger, Cabot needed to concede that with her emergency of certainty, it may very well be time.
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