The Garden Depot Case Report
Overview
Established in 1985, was a small, family-owned floral company, known as The Garden Depot, located in Barrie, Ontario. By 2007, The Garden Depot operated a successful 12,000 square-foot retail store, a law maintenance division and, a landscaping division. Due to the nature of the gardening business, The Garden Depot’s sales fluctuated with seasonal demands. An important individual and key player in the business is Janice Bowman. After thirteen years of service with one of The Garden Depot’s competitor’s, Bowman was offered a position at The Garden Depot in 2005. In March 2006, Bowman became the office manager, which included tasks such as inventory management, computer oriented individual who would go to great lengths to ensure customers had a positive experience with The Garden Depot. Major problems occurring in the company include: the hiring of Derek Sinclair as the landscaping manager, despite having any experience in the landscaping industry, Janice Bowman being involved in too many areas of the business and, Jayme Strong, a landscaper, dishonestly recording the time that he had worked.
Problems
During operation, it had become apparent that complications were occurring in The Garden Depot, causing efficiency to decrease. After Derek Sinclair’s integration into his position as manager of the landscaping division at The Garden Depot, immediate problems were discovered and, it was evident that he was not qualified to be a manager. As manager at The Garden Depot, Derek’s responsibilities covered four key categories, including: organizing and deploying landscapers to job sites, dealing with customers and responding to customer concerns, invoicing completed landscaping jobs and, traveling to clients’ homes to quote jobs. Sinclair was unable to appropriately organize and deploy landscapers to job sites, as the landscapers had not known what job sites they were to be deployed to. Sinclair was unable to answer specific customer questions, as he lacked the
Established in 1985, was a small, family-owned floral company, known as The Garden Depot, located in Barrie, Ontario. By 2007, The Garden Depot operated a successful 12,000 square-foot retail store, a law maintenance division and, a landscaping division. Due to the nature of the gardening business, The Garden Depot’s sales fluctuated with seasonal demands. An important individual and key player in the business is Janice Bowman. After thirteen years of service with one of The Garden Depot’s competitor’s, Bowman was offered a position at The Garden Depot in 2005. In March 2006, Bowman became the office manager, which included tasks such as inventory management, computer oriented individual who would go to great lengths to ensure customers had a positive experience with The Garden Depot. Major problems occurring in the company include: the hiring of Derek Sinclair as the landscaping manager, despite having any experience in the landscaping industry, Janice Bowman being involved in too many areas of the business and, Jayme Strong, a landscaper, dishonestly recording the time that he had worked.
Problems
During operation, it had become apparent that complications were occurring in The Garden Depot, causing efficiency to decrease. After Derek Sinclair’s integration into his position as manager of the landscaping division at The Garden Depot, immediate problems were discovered and, it was evident that he was not qualified to be a manager. As manager at The Garden Depot, Derek’s responsibilities covered four key categories, including: organizing and deploying landscapers to job sites, dealing with customers and responding to customer concerns, invoicing completed landscaping jobs and, traveling to clients’ homes to quote jobs. Sinclair was unable to appropriately organize and deploy landscapers to job sites, as the landscapers had not known what job sites they were to be deployed to. Sinclair was unable to answer specific customer questions, as he lacked the