Erik Peterson Part a and B
Erik Peterson: Part A and B
Overview
I, Erik Peterson, a recent MBA graduate in a new position as general manager of a mobile cellular company called Green Mountain Cellular (GMCT), face serious start-up problems that delayed the first deadline on February 1st to begin our service. However I have submitted the revised turn-on of April 1st to headquarters. I, now with only 3 weeks left to the new deadline, have to prepare an effective plan and solve major issues in order to meet the second turn-on deadline. Moreover, I have to discuss my plan in 3 weeks’ time with Chip Knight, director of pre-operating system from our parent corporation, Cellular Communication Services, Inc. (CelluComm), Dashiell Harper, VP of Operation for CelluComm, and Ric Jenkins, the president of CelluComm.
Peterson’s Problems
While I face many problems that could result in the delay of our company’s cellular service turn-on target date, my two major issues based on time constraint are below;
Meet Apr 1st turn-on schedule: I have to urgently fix and get engaged with the issues that cause any delay in the second deadline on Apr 1st as it may endanger my position. Zoning problem, cellular tower construction and local utility make-ready are all serious issues for the service turn-on.
While I will not directly supervise the zoning negotiation and hearings, it seems to be one of vital issues. Scott Green and Karen Cantor, experts from CelluComm whom I have negative perceptions, are responsible for zoning issue thus I am demotivated to interfere with their work. The successful resolution, however, is vital for GMCT as the new tower site will be costly and time-consuming. I thus have to ensure the zoning issue to be fixed in order to turn-on service by the second deadline.
The initial 16 cell towers for GMCT are also crucial for the turn-on date as they provide seamless coverage to subscribers. Missing one cell means dead spots within our service area and GMCT’s distinct competitive
Overview
I, Erik Peterson, a recent MBA graduate in a new position as general manager of a mobile cellular company called Green Mountain Cellular (GMCT), face serious start-up problems that delayed the first deadline on February 1st to begin our service. However I have submitted the revised turn-on of April 1st to headquarters. I, now with only 3 weeks left to the new deadline, have to prepare an effective plan and solve major issues in order to meet the second turn-on deadline. Moreover, I have to discuss my plan in 3 weeks’ time with Chip Knight, director of pre-operating system from our parent corporation, Cellular Communication Services, Inc. (CelluComm), Dashiell Harper, VP of Operation for CelluComm, and Ric Jenkins, the president of CelluComm.
Peterson’s Problems
While I face many problems that could result in the delay of our company’s cellular service turn-on target date, my two major issues based on time constraint are below;
Meet Apr 1st turn-on schedule: I have to urgently fix and get engaged with the issues that cause any delay in the second deadline on Apr 1st as it may endanger my position. Zoning problem, cellular tower construction and local utility make-ready are all serious issues for the service turn-on.
While I will not directly supervise the zoning negotiation and hearings, it seems to be one of vital issues. Scott Green and Karen Cantor, experts from CelluComm whom I have negative perceptions, are responsible for zoning issue thus I am demotivated to interfere with their work. The successful resolution, however, is vital for GMCT as the new tower site will be costly and time-consuming. I thus have to ensure the zoning issue to be fixed in order to turn-on service by the second deadline.
The initial 16 cell towers for GMCT are also crucial for the turn-on date as they provide seamless coverage to subscribers. Missing one cell means dead spots within our service area and GMCT’s distinct competitive