Buddy's Snack Case

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Buddy’s Snack Company
Case Study Report

Index
1. Introduction………………………………………………………………….……3 2. Case study descriptions……………………………………………………….…..4 2.1 Buddy’s Snack Company………………………………………………4 2.2 Lynda Lewis……………………………………………………………4 2.3 Michael Benjamin………………………………………………………5 2.4 Kyle Sherbo…………………………………………………………….5 3. Questions & Answers…………………………………………………………….6

1. Introduction
This case study is about Buddy’ Snack Company in the period of started on the third generation of management. The company has a lot of experience as it was started in 1951, so more than 50 years since it had been operational. The case mention on 3 persons. The first person is Lynda Lewis is a very laborious employee of the company. She gets herself fully involved in the work and doesn’t hesitate in seeking advice. She is always cheerful and focuses on giving more than 100% output. The second person is Michael Benjamin is satisfied with the company he is working with. And the last person is Kyle Sherbo had shown tremendous performance in the last three years by being among the top salespersons in the company. He had a good rapport with Buddy Jr. and was helpful to Mark when he joined the business. Kyle possessed the quality of being promoted as sales manager.

2. Case study descriptions
2.1 Buddy’s Snack Company
Buddy’s Snack Company is a family-owned company located in the Rocky Mountains. Buddy Forest started the business in 1951 by selling homemade potato chips out of the back of his pickup truck. Now, Buddy’s is a $36 million snack-food company that is struggling to regain market share lost to Frito-Lay and other fierce competitors. In the early eighties, Buddy passed the business onto his son, Buddy Jr., who is currently grooming his son, Mark, to succeed himself as head of the company. Six months ago, Mark joined Buddy’s Snack as a salesperson and after four months was quickly promoted to sales manager. Mark recently graduated from a local university with an M.B.A. in the marketing, and Buddy Jr. was hoping that Mark would be able to implement strategies that could help turn the company around. One of Mark’s initial strategies was to introduce a new sales performance management system. As part of this approach, any salesperson who receives a below average performance rating would be required to attend a mandatory coaching session with his or her supervisor. Mark Forest is hoping that these coaching sessions will motivate his employees to increase their sales. This case describes the reaction of three salespeople who have been required to attend a coaching session because of their low performance over the previous quarter. 2.2 Lynda Lewis

Lynda is a hard worker who takes pride in her work ethic. She has spent a lot of time reading the training material and learning selling techniques, viewing training videos on her own time, and accompanying top salespeople on their calls. Lynda has no problem asking for advice and doing whatever needs to be done to learn the business. Everyone agrees that Lynda has a cheery attitude and is a real team player, giving the company 150 percent at all times. It has been a tough quarter for Lynda due to the downturn in the economy, but she is doing her best to make sales for the company. Lynda doesn’t feel that failure to make quota during this past quarter is due to lack of effort, but just bad luck in the economy. She is hopeful that things will turn around in the next quarter Lynda is upset with Mark for having to attend the coaching session, because this is the first time in the three years that her sales quota has not been met. Although Lynda is willing to do whatever it takes to be successful, she is concerned that the coaching sessions will be held on a Saturday. Doesn’t Mark realize that Lynda has to raise three boys by herself and that weekends are an important time for her family? Because Lynda is a dedicated employee she will somehow manage to rearrange...
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