Case Study: Footwear InternationalFootwear International: Bangladesh - History, Development and Growth In order to study how a company can maneuver in current situations, it is important to map the critical incidents of its pass. Historically, the country Footwear International resides in, Bangladesh, has experienced major political upheavals in a short period of time. In the 1940s, the government changed from a British government to that of a providence of Pakistan called East Pakistan. Due to political unrest, in the early 1970s, power was transferred again, with the help of India, where they gained independence and became known as the country of Bangladesh (Lane, Distaefano and Maznevski, 2006). Despite their independence, Bangladesh continued to fragment, with many political groups vying for power to overthrow the self-proclaimed ruler, President HM Ershad. Many parties have sought to influence their people by employing “so-called opposition newspapers, which promote their political positions” (Lane, Distaefano and Maznevski, 2006 p. 144). This cooperation has often resulted in strikes and protests by student groups, unions and opposition supporters. The correlation between the expansion of Footwear International took place within the same temporal constraints as the political history of Bangladesh. During the transfer of power in 1971, the company's managing director was recognized as an integral part of the Bangladesh independence movement. Two years after President Ershad took office, Footwear Bangladesh is considered the main growth potential under Footwear International's strategic plan. Sales exceeded 10,000,000 pairs of shoes and gave the company 15% of the national market (L...... middle of paper ......links thanks to the company's vast resources. The financial ramifications of the accidental cultural oversight can cost the company dearly. In order to bounce back and win back its loyal customers, Footwear Bangladesh must fight back quickly and effectively. no longer falling foul of this will involve planning and awareness of what is important to retain their customer base, including cultural sensitivities.ReferencesKennerly, K., Olds, S., Olsen, T., Sontag, S. ., Vonnegut, K. (October 24, 1985). “The case of Daud Haider” Retrieved January 30, 2009 from http://www.nybooks.com/articles/5326. Lane, HW, DiStefano, JJ, & Maznevski, ML (2006). and cases (5th ed.). Malden, MA: Blackwell Publishers..