Buddy's Snack Company
Buddy’s Snack Company
by Russell Casey, Clayton State University Georgia, U.S.A. & Gloria Thompson, University of Phoenix, U.S.A.
This case may be used by current adopters of: S. L. McShane Canadian Organizational Behaviour, 5th ed. (Toronto: McGraw-Hill Ryerson, 2004); S. L. McShane & M. A. von Glinow, Organizational Behavior, 3rd ed. (Boston: McGraw-Hill, 2005); S. L. McShane & T. Travaglione, Organisational Behaviour on the Pacific Rim, 1st ed. (Sydney: McGraw-Hill Australia, 2003) Copyright © 2005 The McGraw-Hill Companies, Inc.
Buddy’s Snack Company
Buddy’s Snack Company
By Russell Casey, Clayton State University, and Gloria Thompson, University of Phoenix, U.S.A.
Buddy’s Snack Company is a family owned company located in the Rocky Mountains. Buddy Forest started the business in 1951 by selling homemade potato chips out of the back of his pickup truck. Nowadays Buddy’s is a $36 million snack food company that is struggling to regain market share lost to Frito-Lay and other fierce competitors. In the early eighties, Buddy passed the business onto his son, Buddy, Jr., who is currently grooming his son, Mark, to succeed himself as head of the company. Six months ago, Mark joined Buddy’s Snacks as a salesperson and after four months was quickly promoted to sales manager. Mark recently graduated from a local university with an M.B.A. in Marketing, and Buddy Jr. was hoping that Mark would be able to implement strategies that could help turn the company around. One of Mark’s initial strategies was to introduce a new sales performance management system. As part of this approach, any salesperson who receives a below average performance rating would be required to attend a mandatory coaching session with his/her supervisor. Mark Forest is hoping that these coaching sessions will motivate his employees to increase their sales. This case describes the reaction of three salespeople who have been required to attend a coaching session because of their low
by Russell Casey, Clayton State University Georgia, U.S.A. & Gloria Thompson, University of Phoenix, U.S.A.
This case may be used by current adopters of: S. L. McShane Canadian Organizational Behaviour, 5th ed. (Toronto: McGraw-Hill Ryerson, 2004); S. L. McShane & M. A. von Glinow, Organizational Behavior, 3rd ed. (Boston: McGraw-Hill, 2005); S. L. McShane & T. Travaglione, Organisational Behaviour on the Pacific Rim, 1st ed. (Sydney: McGraw-Hill Australia, 2003) Copyright © 2005 The McGraw-Hill Companies, Inc.
Buddy’s Snack Company
Buddy’s Snack Company
By Russell Casey, Clayton State University, and Gloria Thompson, University of Phoenix, U.S.A.
Buddy’s Snack Company is a family owned company located in the Rocky Mountains. Buddy Forest started the business in 1951 by selling homemade potato chips out of the back of his pickup truck. Nowadays Buddy’s is a $36 million snack food company that is struggling to regain market share lost to Frito-Lay and other fierce competitors. In the early eighties, Buddy passed the business onto his son, Buddy, Jr., who is currently grooming his son, Mark, to succeed himself as head of the company. Six months ago, Mark joined Buddy’s Snacks as a salesperson and after four months was quickly promoted to sales manager. Mark recently graduated from a local university with an M.B.A. in Marketing, and Buddy Jr. was hoping that Mark would be able to implement strategies that could help turn the company around. One of Mark’s initial strategies was to introduce a new sales performance management system. As part of this approach, any salesperson who receives a below average performance rating would be required to attend a mandatory coaching session with his/her supervisor. Mark Forest is hoping that these coaching sessions will motivate his employees to increase their sales. This case describes the reaction of three salespeople who have been required to attend a coaching session because of their low