The Wallace Group Case Analysis
Case 2
The Wallace Group, Inc.
I. CASE ABSTRACT
Harold Wallace, founder, serves as Chairman and President of the Wallace Group. He owns 45 percent of the outstanding stock. The company consists of three operating groupsElectronics, Plastics, and Chemicals, which generate sales of $70 million. Mr. Wallace continues direct operational control over the Electronics Group. Several years ago, Wallace and the Board embarked on a strategy of diversification into plastics and chemicals in order to decrease the company's dependence on defense-related business.
Presently, the morale within The Wallace Group has deteriorated to the point where some of the employee stockholders made an attempt to force Wallace's resignation. As a result of this crisis, Wallace has hired Frances Rampar, a management consultant, to conduct a management survey into the problems facing The Wallace Group. Her task is to develop a series of priorities for Wallace's consideration.
Decision Date: No Date Sales: $70,000,000 Net Income: $ 1,760,000
II. CASE ISSUES AND SUBJECTS
Corporate Governance Morale and Culture
Diversification Organizational Structure
Stages of Corporate Development Top Management Responsibilities
Vertical Integration Modes of Strategy Formulation
Transfer Pricing Distinctive Competence
Suboptimization Entrepreneurship
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
O = Emphasized in Case X = Covered in Case
STUDENT STRATEGIC AUDIT/STUDENT PAPER
I. INTERNAL ENVIRONMENT
A. Tremendous dissatisfaction among management and employees. This resulted from Wallace's failure to delegate to subordinates and a lack of clear strategies or long term plans, goals, or objectives.
B. Lethargy and lack of direction on top management's part.
II. EXTERNAL ENVIRONMENT
A. Favorable market niche in electronics. Longstanding reputation of reliable government contracts.
The Wallace Group, Inc.
I. CASE ABSTRACT
Harold Wallace, founder, serves as Chairman and President of the Wallace Group. He owns 45 percent of the outstanding stock. The company consists of three operating groupsElectronics, Plastics, and Chemicals, which generate sales of $70 million. Mr. Wallace continues direct operational control over the Electronics Group. Several years ago, Wallace and the Board embarked on a strategy of diversification into plastics and chemicals in order to decrease the company's dependence on defense-related business.
Presently, the morale within The Wallace Group has deteriorated to the point where some of the employee stockholders made an attempt to force Wallace's resignation. As a result of this crisis, Wallace has hired Frances Rampar, a management consultant, to conduct a management survey into the problems facing The Wallace Group. Her task is to develop a series of priorities for Wallace's consideration.
Decision Date: No Date Sales: $70,000,000 Net Income: $ 1,760,000
II. CASE ISSUES AND SUBJECTS
Corporate Governance Morale and Culture
Diversification Organizational Structure
Stages of Corporate Development Top Management Responsibilities
Vertical Integration Modes of Strategy Formulation
Transfer Pricing Distinctive Competence
Suboptimization Entrepreneurship
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
O = Emphasized in Case X = Covered in Case
STUDENT STRATEGIC AUDIT/STUDENT PAPER
I. INTERNAL ENVIRONMENT
A. Tremendous dissatisfaction among management and employees. This resulted from Wallace's failure to delegate to subordinates and a lack of clear strategies or long term plans, goals, or objectives.
B. Lethargy and lack of direction on top management's part.
II. EXTERNAL ENVIRONMENT
A. Favorable market niche in electronics. Longstanding reputation of reliable government contracts.