Coolburst Case

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CoolBurst

TABLE OF CONTENTS

INTRODUCTION……………………………………………………………………………….5
What about the company is stifling creativity at CoolBurst?............5
Structure………………………………………………………………………………………6
Features…………………………………………………………………………………….....6
Polices…………………………………………………………………………………...........6
Practices / Reward System…………………………………………………………………...7
Culture………………………………………………………………………………………..7
Management Style…………………………………………………………………………....8
What Changes are needed to make CoolBurst a learning and innovative organization?............................................................................................9
Culture……………………………………………………………………………………… 9
Practices / Reward System…………………………………………………………………...9
Leadership/Management Style...…………………………………………………………… 11
What will Luisa Reboredo need to do in order to implement these changes successfully?.................................................................................................13
Implementation Strategy…………………………………………………………………….13
leadership……………..……………………………………………...………………...14
teamwork…………………………………………………………………… ………15
practice/rewards ………………………………………………………………………...16
Team RecommendationS ……………………………………………………………...19
Corporate Culture………………..…………………………………………………………..19
Leadership…………………………………………………………………………………...20
Conclusion………………………………………………………………………………...20
References………………………………………………………………………………....22

EXECUTIVE SUMMARY
CoolBurst is a Miami based fruit juice company and their parent company is based in Chicago. CoolBurst was an independent company until 1975 but now consists of 200 employees. The company is successful in the Southeast, including Florida, Georgia, Alabama and South Carolina. Their products are located in vending machines of school cafeterias and a number of restaurants. Their current drink flavors are apple, grape, and cranberry. CoolBurst has been dominate in the fruit juice business for several years. Aside from maintaining their customer base, CoolBurst focuses a great deal on how their company operates internally. From a business perspective, their primary objective is to be loyal to their conservative and self-disciplined company culture. They also strive to maintain the business practices that have made them successful, including an efficient distribution system, top notch production, and effective leadership. The executives at CoolBurst are baffled by the company’s performance due to stagnant revenue for the past four years. CoolBurst will eventually lose market share if they do not find a way to expand the company. Growth will depend heavily on how creative and innovative CoolBurst can be. In the past, CoolBurst management has not been supportive of innovation. The company shunned new ideas and the “responsibility” of creativity assigned to specific groups. Traditionally, no employees were asked for new ideas or tasked with being innovative. The company culture resulted in this stifling of creativity, where the former CEO believed that most people were not cut from the creative cloth and outside of groups that were responsible for coming up with new ideas; everyone else should be focused on their main responsibilities. Changes need to be made within CoolBurst to gain a competitive advantage. Management will need to be the starting point to make CoolBurst a learning and innovative organization. The practices and policies that CoolBurst puts into place, with the support of management, will provide the framework for the company’s move towards a more innovative environment. Following this foundation, the company can focus on bringing out the best in its current employees and acquiring new talent to help foster a creative culture. With this improved learning and innovative organization, CoolBurst can capture increased market share, continue to grow the company and...
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