Green Case Study Assingment Help With Solution
Green’s has been under family ownership and control since it was startedforty years ago. It has grown from a small bakery into a substantial grocery store. The bakery supplies bread to the store and to the many tea shops and cafes in the local area. Green’s also owns a small printing works.Green’s is a private limited company, 45% owned by old Tom Green, 30% by his nephew Dave (son of the late Tim Green who started the business with his brother Tom in the early 1970s), and 25% by other members of the family – mainly cousins who own a local transport business.
Cast of characters:
Mr Tom Green – 75 years old, semi-retired and growing increasingly cautious.
DaveGreen – 40 years old, currently working as a foreign exchange trader for a City firm.
Walter Wright – Dave’s’s friend, a business analyst from the City.
Mary Rush – the general manager of the Green’s supermarket, a great optimist, whose enthusiasm has helped build the store.
Alfred Moneypenny – Green’s accountant and company secretary, known locally for his financial prudence.
Following this year’s AGM, there was a discussion about possible expansion plans. Dave Green put forward the view that any business that wished to stay in the marketplace should at least plan to double in size every seven years. Mary Rush immediately came up with a list of six proposals for expansion of the business.
Possible expansion proposals:
1. Increase the size of the store, expanding into non-food lines, where margins are likely to be higher;
2. Open a petrol station adjacent to the store;
3. Open a store in a neighbouring town;
4. Expand the bakery to sell cakes, first on a regional basis, then nationally;
5. Start a franchise operation for sandwich bars, based on the current in-store operation;
6. Modernise and expand the printing works.
Old Mr Green took the view that first they should discuss the pros and cons of expansion. Why should they expand? Surely it was better to stick to what they did best; there were plenty of firms that had gone out of business because of badly misjudged expansion plans. All the projects are subject to old Mr Green’s veto. Anything new is normally referred for a financial evaluation to Mr Moneypenny, who is extremely risk-averse. Mary Rush, on the other hand, likes to take risks and prefers projects with a large short-run return. It is Dave Green, however, who will make the final decision; he tends to prefer a cautious small-scale experiment to a major change, unless there are convincing reasons to do otherwise.
Dave Green returns to London where he asks his friend Walter Wright for advice. Walter reluctantly agrees to help and hurriedly searches for the notes from a Making Management Decisions course he had taken (and successfully passed!) many years before.
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1. Use a PNI analysis, that is listing the ‘positives’, ‘negatives’ and ‘interesting’ aspects of each of the options in turn (see Table 1, below – expand as necessary) to help you to summarise the advantages and disadvantages of each of the options using. Aim to identify at least two positive and two negative aspects of each option.
2. A decision matrix (using the criteria and weights shown in Table 2). Rate all the options using a five-point scale (with 5 the best and 1 the worst, for each category). Add a column to summarise the total score for each option and summarise your advice.
(see R,M & M, pp22-25).
3. Review what we mean by ‘economic costs’ and ‘economic profits’(pp.54-60, R,M & M). List examples of the economic costs that might be incurred by a company of the size and structure of Green’s and what difficulties might arise in accurately measuring the economic profits it makes.
4.Outline the causes (and potential costs) of the ‘principal-agent’ problem for a company like Green’s. What relevance (if any) does the concept have for the expansion decision currently facing the company? (R, M & M, pp.66-70).
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