Wolfgang Keller at Konigsbrau-Tak

Topics: Problem solving, Management, Feedback Pages: 6 (2119 words) Published: March 20, 2013
Individual Case Analysis Assignment II: “Wolfgang Keller at Königsbräu-TAK” MGT 400- Monday 6-8:45
Chelsea Glovis

a. What is your assessment of Brodsky’s performance? Please be specific.

In my opinion, I believe that Brodsky is one of those individuals who is so intelligent his personality and social interactions suffer. Keller and Brodsky have very different approaches to problems, in addition to being different nationalities, this creates many of the problems that they face. Keller looks at problems and goes above and beyond to try and solve them, whereas Brodsky attacks problems with the textbook methodology (analytical) that is not always the best approach, and isn’t sure how to do anything else. For instance, half of their distributers were not attending the annual distributors’ meeting. Brodsky was already gone for the weekend and unreachable at home. Keller and his staff spent the majority of their weekend personally inviting the distributors, jumping through hoops to ensure they felt appreciated by meeting them at airports or railroad stations. After all of their hard work, the attendance was more than doubled, which was critical for the businesses success. Lastly, Brodsky was dealing with a distributor who he had written off as bad debt of 87,000 euro. Keller was encouraging him to meet with the customer and demand the money. Brodsky resisted at first, then finally called the customer and concluded that nothing could be done. Meanwhile Keller took matters into his own hands and drove to meet with the distributor in person and was able to get a check for the whole amount. It seems to me that Brodsky is making the least effort in regards to personal relations, while at the same time thoroughly completing the tasks he was assigned for sales and marketing purposes. Brodsky is failing to see the larger picture and taking into consideration how relationships directly affect business cohesiveness. I think that he may feel threatened by Keller seeing his recent success and feels that since he is older he knows what is best for the company, although that is clearly not the case. Seeing that Brodsky is so analytical by nature, it provided reasoning behind the way he looked at the tasks at hand. I think that Brodsky could have made a much greater effort in resolving problems with distributors/customers, implementing his sales plan, developing a decent relationship with others, and acting as a manager not just an employee. It is crucial for employees below managers to feel comfortable discussing their thoughts and ideas, not scared and nervous. Brodsky does the least amount of work that meets minimum expectations on most areas of work and tasks that are assigned to him. For example, there was a very serious distributors lawsuit filed by one of the firm’s largest distributors that Brodsky was in charge of handling. In dealing with this issue, Brodsky sent a sales representative to work out the problem. Only after the sales representative failed did Brodsky make an effort to personally contact the distributor. Following their discussion, Brodsky determined that the distributors position was unchangeable. Keller knew this would be a huge deficit to the company if they lost this customer and arranged to have a seat next to them on the plane to work things out. After the plane ride the distributor agreed to drop the suit completely, if Brodsky had made more of an effort initially he could have been much more successful. While he does come up with new innovative methods for increasing sales and completing very thorough analysis, he doesn’t work within a realistic deadline. It is imperative to the success of the company to work in a timely manner so that sales can have a quick turnaround and begin to grow. Managers should be motivating to their employees to work hard and do their best, whereas Brodsky hardly communicates with his subordinates and coworkers thus diminishing any chance whatsoever for good,...
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