Getmor
Caase Study 1
Getmor Family Business
“Another day spent putting out fires”, Łukasz Mroczkowski, the CEO of Getmor said to himself. “That’s it! I can’t go on like this. I have to make some decisions. If not, this constant struggle to get through the day will kill not just me, but any chance the company has for further growth.”
As usual, his initially schedule that morning had something completely different in store for the day. Lukasz came to work in the morning hoping to be able to size up the market situation and pursue development opportunities for Getmor based on recent results. Unfortunately, life has a way of dictating its own terms to the CEO and they are seldom ones that he expects or desires. Around 10 am, Lukasz was dragged away from reviewing sales trends by a phone call. The receptionist had a prospective client interested in the company's products and asked whether she should the call through. The conversation lasted about 40 minutes. He put the phone down annoyed with himself for still not having worked out a procedure for handling prospective clients. Each new caller is put through to him instead of a sales person who could service the client professionally. No sooner had the call ended than the daily grind began.
Problems in Getmor’s retail outlets started springing up like mushrooms. And, as usual,
Mroczkowski was the only person deemed capable of resolving them. As if all this was not enough, he had to make decisions connected with export sales (new client, new transaction procedures) and the technology department urgently required his assistance. Last but not least,
Lukasz had to find time to manage Getmor's export department. And so it went on into the evening. The events of the passing day made it clear to Lukasz that he had to delegate his domestic sales operations duties, including the retail store network management, to someone else.
Lukasz cannot bring himself to appoint a Country Sales Director to take over the
Getmor Family Business
“Another day spent putting out fires”, Łukasz Mroczkowski, the CEO of Getmor said to himself. “That’s it! I can’t go on like this. I have to make some decisions. If not, this constant struggle to get through the day will kill not just me, but any chance the company has for further growth.”
As usual, his initially schedule that morning had something completely different in store for the day. Lukasz came to work in the morning hoping to be able to size up the market situation and pursue development opportunities for Getmor based on recent results. Unfortunately, life has a way of dictating its own terms to the CEO and they are seldom ones that he expects or desires. Around 10 am, Lukasz was dragged away from reviewing sales trends by a phone call. The receptionist had a prospective client interested in the company's products and asked whether she should the call through. The conversation lasted about 40 minutes. He put the phone down annoyed with himself for still not having worked out a procedure for handling prospective clients. Each new caller is put through to him instead of a sales person who could service the client professionally. No sooner had the call ended than the daily grind began.
Problems in Getmor’s retail outlets started springing up like mushrooms. And, as usual,
Mroczkowski was the only person deemed capable of resolving them. As if all this was not enough, he had to make decisions connected with export sales (new client, new transaction procedures) and the technology department urgently required his assistance. Last but not least,
Lukasz had to find time to manage Getmor's export department. And so it went on into the evening. The events of the passing day made it clear to Lukasz that he had to delegate his domestic sales operations duties, including the retail store network management, to someone else.
Lukasz cannot bring himself to appoint a Country Sales Director to take over the