Reference no: EM131174370
Given the two case studies:
The First Case Study is: "Tootsie's Blinds and Shades Case Study"
The Second Case Study is: "Star Quality Packagers"
Questions related to first Case Study are:
Design a risk assessment with potential liabilities identified, based on the 10 needs below, and taking into consideration all the other forces of change. Then create a communication and process chart to improve the situation with proposed potential outcomes.
1) They want to do international business, which means new sales, and they will have to set up installation contractors who will be trained and responsible for installing the shades, blinds, and shutters. They are not sure how to handle the exchange rate when dealing with a customer not using the US dollar for currency.
2) The sales team is discouraged because the name Tootsie's Blinds and Shades does not contain the word ‘shutters' and they think they are losing sales because that word is left out of the name of the company. They are pushing for a new name to include the word ‘shutters.' They want Tootsie's Blinds, Shades and Shutters for the new name. (Tony threw up his hands when he heard this.)
3) The teams have a hard time communicating their installation needs to Tony because he is either out on a job making sure it is installed correctly, helping another installer on a big job, or he is on his cell phone scheduling the work. Sometimes things get forgotten. They need to decide on a better process.
4) Tootsie wants to add wall coverings (wallpaper) and curtains to the products they sell. They will act like ‘jobbers' where they do not make custom curtains but instead carry a line of premade and packaged curtains on the website for their customers who come online to look. Tony says that the wallpaper demand is based on will come and go in popularity and by seasons and there will be a lot of waste. where it is not the right dye lot and won't match in pattern and he thinks it will be a headache. He has no problem with adding curtains to their sales.
5) The sales teams wonder if a new person will be added to handle the sales of the wall coverings and curtains or if they will have it all added to their already full plate.
6) Tony wants to add awnings because when he is out on installations, there is a perfect opportunity to sell the awning to the already loyal customer, and he is already at the customer's house. He says all he will have to do is carry a folder of the awning pictures and the colors they come in. Tootsie argues that he then becomes a sales person and not an installer. The sales teams will complain for losing the sale and lose a percentage of the commission if he takes the sale. She will have to assign his sales commission like she has to assign the installation sales commissions now.
7) The installers think they deserve all, or at least part, of the commission. Tootsie never knows who to give these commissions to and so does a round-robin technique where she goes through the letters of the alphabet to award the installation commissions to the next person in line to receive it. The installers say it is not fair because the person getting the commission did not do a thing, and the installer really should get the commission.
8) Tony would also like to add tile and floor coverings to their list of products that they sell and install. He already knows how to lay tile and would have to be re-certified on floor covering installations through the company from which they select to buy the floor coverings.
9) Sometimes the orders are paid for when the installers go out, and other times the installers pick up the check and bring it back to the store. Occasionally the installers forget to pick up the check or the customer is not home, and the company has to track down the payment or send an invoice. When that happens, payment could be held up a month until the customer writes the check or the customer may have a problem with the installation and the installers will have to go back and make sure it is right.
10) Tootsie says if they add other things to sell, like awnings, tile, and floor coverings, it will be too much for Tony and they will have to hire a manager to handle the orders and traffic. She doesn't think Tony wants to be the manager of all the orders and paperwork. She thinks his talent and interest lie in the actual installations and talking with the customers.
Questions related to second Case Study are:
It looks like it will be a weekend of problems to work around the shipment that will not be coming. She will have to call her alternate suppliers to see what bottles she can get as soon as possible. She will have to cancel her plans for the weekend in the Great Smoky Mountains.
1. Amy needs more information, or does she?
2. Who should Amy go to if she wanted someone to hear her idea?
3. What would you do if you were Amy's boss (Bill)?
4. What would you do if you were Amy?
5. What do you think of her idea to combine shipments to save shipping costs?
6. What about her idea of consolidating the two lines where there is overlap of the same bottles going to the cosmetic and personal care customers?
7. These are management decisions. What do you think of the management style of Bill Seephens?
8. What would you do differently if you were the overall manager for these plastic bottle lines?
9. How would you set up the reporting system so that a manager cannot be a blockade to the flow of good suggestions?
10. How does the General Manager fit into this picture? Should s/he be part of this process? Why or why not?
11. Is there any way you could project the savings generated by utilizing any or all of Amy's ideas?
Attachment:- case study 1 Tootsie's Blinds and Shades.rar
Attachment:- case Study 2 Star Quality Packagers.rar