When Harary, Rabie and Varadi joined forces to start up a toy business- Spin Master- they had to take on a new challenge and with that make many important decisions that would help their business hopefully prosper. One of the first major decisions that they made was merging with Roots Ltd., to help launch their first product called “The Earth Buddy.” This was a smart move as Roots was already a well known company in 1994 and that they would essentially help raise awareness for Spin Master, and that was exactly what happened; their first product was a hit! In addition, many other key decisions were made at the start up of the Spin Master business. These decisions included: the types of marketing that would be used to project products to consumers, the innovations that they would take on, licensing with world-wide brands, and becoming a globally known company itself. Spin Master was able to grow as a company because of the creativity that was put into making the products and launching them. All these decisions are seen as non-programmed decision types. This is because they all involved the type of strategy and objectives that the company wanted to pursue. All of these decisions were the basis for the company’s expansion and leading to the routine that they would follow for the future. These decisions were initially made non-programmable but as they became the structure for the Spin Master they have turned into programmed decisions. They are now routine actions that the three partners take on with the launch of every new product. Their marketing concept of seeking children online and having them test and show off their products has really given them the competitive advantage over all other toy manufacturing companies. It is said that the three co-founders of Spin Masters all still remain youthful, energetic and willing to take risks- all which are good