Case Study: Sandwich Shop Crisis
Case Study: Sandwich Shop Crisis
Mitch Malinsky
Business Management
Mr. Rubinoff
December 4th, 2014
1.0 Identify the Problem
1.1 Primary problem
Since Alyssa took over management of the store sales have dropped substantially and business has not been running well. Tom Laronde needs to determine whether to keep Alyssa or fire her.
1.2 Secondary problem
Tom needs to increase performance and sales of the shop that Alyssa took over. He needs to gain back the customer base that she lost and he has to do it as soon as possible.
1.3 Immediate problem
Tom needs to take time off of work to spend with his wife and to start a family of his own. 90 hours a week was far too taxing both physically and mentally for him.
2.0 List the Alternatives
2.1 Primary problem:
2.1.1 Fire Alyssa.
2.1.2 Hire another manager with proper training to keep Alyssa in line.
2.1.3 Take over Alyssa’s position.
2.1.4 Do nothing.
2.2 Secondary problem:
2.2.1 Revamp the image of the restaurant. Introduce customer loyalty programs to give the customers incentive to keep coming back.
2.2.1.1 Introduce an advertising program. Start a sandwich of the day type deal.
2.2.2 Close down shop.
2.2.3 Do nothing.
2.3 Immediate problem:
1. Keep Alyssa in the job or fire her and find a replacement.
2. Do nothing. 3.0 Evaluate the Alternatives
3.1 Primary problem:
3.1.1 If Tom were to fire Alyssa it would be the only sure-fire way to fix the problem. By firing Alyssa Tom minimizes the time that has to be spent focusing on this problem. He is then able to move onto fixing the next problem and get back to enjoying quality time with his family. Although this is the only straightforward way to fix the problem, Tom will then have to find a replacement for Alyssa. The hiring process can take weeks and be a gruelling process. Meanwhile, Tom will have to fill in as the temporary replacement for Alyssa which is what he was trying to prevent in the first place by promoting Alyssa. Once he finds a
Mitch Malinsky
Business Management
Mr. Rubinoff
December 4th, 2014
1.0 Identify the Problem
1.1 Primary problem
Since Alyssa took over management of the store sales have dropped substantially and business has not been running well. Tom Laronde needs to determine whether to keep Alyssa or fire her.
1.2 Secondary problem
Tom needs to increase performance and sales of the shop that Alyssa took over. He needs to gain back the customer base that she lost and he has to do it as soon as possible.
1.3 Immediate problem
Tom needs to take time off of work to spend with his wife and to start a family of his own. 90 hours a week was far too taxing both physically and mentally for him.
2.0 List the Alternatives
2.1 Primary problem:
2.1.1 Fire Alyssa.
2.1.2 Hire another manager with proper training to keep Alyssa in line.
2.1.3 Take over Alyssa’s position.
2.1.4 Do nothing.
2.2 Secondary problem:
2.2.1 Revamp the image of the restaurant. Introduce customer loyalty programs to give the customers incentive to keep coming back.
2.2.1.1 Introduce an advertising program. Start a sandwich of the day type deal.
2.2.2 Close down shop.
2.2.3 Do nothing.
2.3 Immediate problem:
1. Keep Alyssa in the job or fire her and find a replacement.
2. Do nothing. 3.0 Evaluate the Alternatives
3.1 Primary problem:
3.1.1 If Tom were to fire Alyssa it would be the only sure-fire way to fix the problem. By firing Alyssa Tom minimizes the time that has to be spent focusing on this problem. He is then able to move onto fixing the next problem and get back to enjoying quality time with his family. Although this is the only straightforward way to fix the problem, Tom will then have to find a replacement for Alyssa. The hiring process can take weeks and be a gruelling process. Meanwhile, Tom will have to fill in as the temporary replacement for Alyssa which is what he was trying to prevent in the first place by promoting Alyssa. Once he finds a