ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later Description

The case looks at Ian Lambert's first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012. The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company's financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company's history. Up to the month of May, sales were more catastrophic than ever.

Case Description ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Strategic Managment Tools Used in Case Study Analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

STEP 1. Problem Identification in ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 2. External Environment Analysis - PESTEL / PEST / STEP Analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 3. Industry Specific / Porter Five Forces Analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 4. Evaluating Alternatives / SWOT Analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 5. Porter Value Chain Analysis / VRIO / VRIN Analysis ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 6. Recommendations ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

STEP 7. Basis of Recommendations for ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study

Case Analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later is a Harvard Business (HBR) Case Study on Leadership & Managing People , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Leadership & Managing People, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Leadership & Managing People Solutions

In the Texas Business School, ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Step 1 – Problem Identification of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later - Harvard Business School Case Study

The first step to solve HBR ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Elektrosecur Ian is facing right now. Even though the problem statement is essentially – “Leadership & Managing People” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Elektrosecur Ian, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later.

The external environment analysis of ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study. PESTEL analysis of " ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

To do comprehensive PESTEL analysis of case study – ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Policy Making Impact on ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Government policies have significant impact on the business environment of any country. The firm in “ ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Elektrosecur Ian is operating, firms are required to store customer data within the premises of the country. Elektrosecur Ian needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Elektrosecur Ian in case study ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Elektrosecur Ian in case study “ ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Elektrosecur Ian in case study “ ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Taxation & Regulation Impact on ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Elektrosecur Ian can compete against other competitors.

Government Scheme & Subsidies Impact on ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System & Stability, and its Impact on ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Elektrosecur Ian needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Social Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Technological Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Environmental Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Legal Factors that Impact ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later

Step 3 – Industry Specific Analysis

What is Porter Five Forces Analysis

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study. PESTEL analysis of " ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

Step 4 – SWOT Analysis / Internal Environment Analysis

Step 5 – Porter Value Chain / VRIO / VRIN Analysis

Step 6 – Evaluating Alternatives & Recommendations

Step 7 – Basis for Recommendations

References :: ElektroSecur: General Manager of an SMB at the Age of 29 - (B) One Year Later case study solution