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The control of costs had been its greatest strength. But it was now the greatest weakness. The company had spent so many years trying to reduce expenses that this imperative was hardwired into its practices, processes, and organizational design. When executives tried to shift gears, to expand into new markets and introduce new products, those old ways of doing business also had to change. That was the story of the Amberville Corporation, a major U.S. brand-name consumer packaged goods (CPG) manufacturer.
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