A Case Study of Briarwood Industries
BRIARWOOD INDUSTRIES
CASE STUDY
Diane Williamson sat at her desk staring out of the office window. Today, she expected to be promoted to vice-president (VP) of marketing but she was writing her resignation. Welldressed, as always in her best navy blue suit, she looked successful but felt like a failure.
She joined in 1999 as an experienced furniture sales rep, and the company was already one of the largest of its type. However, business was bad and sales were falling. She soon became one of the top people in the country. She managed to secure a multi-million dollar contract with a major chain, for which she earned promotion to sales manager in 2002; then manager of new product and marketing development in 2005. She recently moved the firm into international markets by licensing Briarwood’s designs to foreign manufacturers.
The VP’s job went to Larry Jacobs, a 12-year veteran; he was efficient but not very creative as a manager. He implemented just-in-time inventory which would save the company millions over the next 5 years. Diane felt that Larry, although excellent at implementing others’ ideas, lacked broad-based experience, and the vision to lead.
Sandy McBride, the advertising manager and Diane’s closest confidante, knocked at her door. Sandy had heard through the grapevine that Diane did not get the job. “What’s plan B?”
McBride asked. Diane expressed her shock and hurt. “I just don’t understand how this could have happened; I came through the sales ranks, with the vision to diversify into office furniture – our most profitable line. I wrote the marketing plan for our expansion into Canadian and European markets. What else could I have done?”
“Well Diane it’s well known that Larry really wanted the job, believing that he had been here long enough and that it was his turn. He never missed an opportunity to make his aims clear or his work visible to the top brass. Remember his presentation about just-in-time – or when he volunteered to
CASE STUDY
Diane Williamson sat at her desk staring out of the office window. Today, she expected to be promoted to vice-president (VP) of marketing but she was writing her resignation. Welldressed, as always in her best navy blue suit, she looked successful but felt like a failure.
She joined in 1999 as an experienced furniture sales rep, and the company was already one of the largest of its type. However, business was bad and sales were falling. She soon became one of the top people in the country. She managed to secure a multi-million dollar contract with a major chain, for which she earned promotion to sales manager in 2002; then manager of new product and marketing development in 2005. She recently moved the firm into international markets by licensing Briarwood’s designs to foreign manufacturers.
The VP’s job went to Larry Jacobs, a 12-year veteran; he was efficient but not very creative as a manager. He implemented just-in-time inventory which would save the company millions over the next 5 years. Diane felt that Larry, although excellent at implementing others’ ideas, lacked broad-based experience, and the vision to lead.
Sandy McBride, the advertising manager and Diane’s closest confidante, knocked at her door. Sandy had heard through the grapevine that Diane did not get the job. “What’s plan B?”
McBride asked. Diane expressed her shock and hurt. “I just don’t understand how this could have happened; I came through the sales ranks, with the vision to diversify into office furniture – our most profitable line. I wrote the marketing plan for our expansion into Canadian and European markets. What else could I have done?”
“Well Diane it’s well known that Larry really wanted the job, believing that he had been here long enough and that it was his turn. He never missed an opportunity to make his aims clear or his work visible to the top brass. Remember his presentation about just-in-time – or when he volunteered to