The case looks at the first year of Ian Lambert as a Canadian SMB with about 40 workers the brand new general manager of ElektroSecur, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the occupation (September 2012 to February 2013), while Part B switches attention to the subsequent six months (March to August 2013). The firm was set up in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice president, business development. ElektroSecur had annual revenue of about $7 million created by some 50 in house products and nearly 100 products distributed by it. The organization struggled to remain profitable. It was consistently making a small net profit of no more than $20,000 a year and had Part B: Contrary to what Ian had expected after six months on the job (Part A), the organization’s financial situation did not improve over the subsequent six months. Financially speaking, it was shaping up to be the worst year in the business' history. Till the month of May, sales were catastrophic than ever.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: June 23, 2015 PRODUCT #: HEC097-PDF-ENG
Related Case Solutions & Analyses:
Responsibilities to Society: The Capitalist’s Contract, Module Note
The Dandelion Principle: Redesigning Work for the Innovation Economy
When Customers Help Set Prices
IBM India: Localizing a Global Model of Corporate Citizenship
Note on Depositary Receipts
Essence of Professionalism: Managing Conflict of Interest
George McClelland at KSR (A)
Lucinda Creighton and the Irish Abortion Bill Vote
Rosch Innovations: Preparing the Biggest IPO Ever
Vendedy: The World’s Street Markets in Your Pocket
