Westlake Lanes

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Case Analysis
Anzaldúa, Noé
Autrique, Juan Alberto
De Alva, Hugo Eduardo
Esquivel, Rosa
Gómez, Francisco
Núñez, Manuel Alejandro
Servín, Erika

Identified problems and relevant facts:
The company’s target market strategy is not properly set because Westlake Lanes hasn’t identified the market’s new needs and trends at the same pace that the growth of Raleigh’s population has been developing. Facts:

A business profile in a Raleigh paper stated that stepping into Westlake Lanes was like taking a step back in time. Shirley Smith said that the menu hasn’t changed much since late 1980’s. Between 2000 and 2010 Raleigh population grew 43% while the revenues for Westlake Lanes decreased 10% average annually for the same time period. There was a 100% increase in losses from 2008 to 2009.

There has been a lack of good management on accounting, people, and business overview of Westlake Lanes. Facts:
As Givens studied the invoices she said, "many charges seemed excessive" and asked herself: "Had anyone performed competitive research for routine services like carpet cleaning?" In 2009, shortly after starting as a manager, Givens invited her employees to help define a mission statement and job descriptions. Givens noticed that Bullock and Sinclair took time to read the paper and/or wondered outside to talk on their cell phones. They offered Shirley Smith the chance to be general manager even though she lacked formal managerial experience.

Possible solutions

a. The company’s market strategy is not properly set because Westlake Lanes hasn’t identified the market’s new needs and trends at the same pace that the growth of Raleigh’s population has been developing. i. Renew and adapt their strategy in order to keep the market they already have and to be able to attract new customers. ii. Follow the first strategy, which consists in adding kid friendly video and arcade games and a designated private party space. This strategy will...
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