Saturday, January 26, 2019

Case Study Retailmax

Case Study RetailMax occasion for Cam genus Sagittarius and Regan Kessel Elizabeth Smith Grand Canyon University, LDR 610 April 10, 2013 Everyone has purview to some degree. cut and Raven (1959) distinguished five types of federal agency de nonive world-beater, expert power, reenforcement power, coercive power, and legitimate power and with each of the five types, the heftyer the basis of power the greater the power. Power is defined in terms of the warp a person has over the ability to change behavior, opinions, attitudes, goals, ineluctably, and values (French & adenosine monophosphate Raven, 1959).Cam archer is in a go under of power at RetailMax she has the chief operating officers support to take over either a more(prenominal) lucrative dress in the Professional Services (PS) Department or a trade side with Regan Kessel, the Vice President of Product Management and Marketing (PMM) (McGinn & type A Witter, 2006a). Which position will provide genus Sagittarius wi th the power to meet her needs will Kessels power be affected if genus Sagittarius accepts the position within his department? The power bases and companionable influence of both Cam Archer and Regan Kessel will be evaluated to delay which of the two most effectively utilize their power sources.Cam Archer is in an interim position as a retail account executive with RetailMax, Inc. , a software community base in Boston. Upon graduating with her MBA from a leading business school, Cam began run lowing for RetailMax, a company providing merc potise optimization software. eon working in business information where she was responsible for managing strategic alliances and partnerships, RetailMax was forced to downsize and all areas that were not directly knotted with making or selling software were laid off.Cam was asked to join the gross tax revenue team up, an avenue she was not interested in, but one she agreed to accept because of her belief and faith in the entrepreneurial culture and service cargo RetailMax could provide to retailers during the current recessionary period (McGinn & Witter, 2006a). Cams dedication, drive, sacrifice, and social influence paid off within the first y auricle of sales she had built solid congenital and external customer bases. Cams authority power was great. She had the trust and respect of the executive team and the support to fall which position she would accept her fate was in her own hands.Cams referent and expert power is recognized by the CEO when he recruits her to track an emergency situation with a new RetailMax customer who was one of the largest big-box retailers in the country (McGinn & Kessel, 2006a). Regan Kessel, a seasoned software executive, was recruited by Todd Elman, CEO of RetailMax to head harvest management and trade because of his task, knowledge, and in-person power. Kessel was move in place during Elmans turnaround of RetailMax, and upon assessing his team he determined his produ ct managers did not pass the time or skill set to train a consistent and clear marketing message.Although Kessel had the legitimate power to determine a strategy for his marketing dilemma, the solution came through another avenue. An snug meeting with Elman and Archer led to a brainstorming session that produced a plan of how to move Cam into the marketing department and provided a product marketing strategy. A new position, Director of Product Marketing, would be dod for Cam, a position that would utilize her knowledge and expertise (McGinn & Witter, 2006b).Kessel is in the position to create a competitive wages software system, will Cams gender influence Kessels decisions because of stereotypical gender roles? It does not appear that Kessel made compensation decisions based on Archers gender instead, his desire was to abide by up with a fair proposal based on Archers current and potential financial achievementes for the company, her skills, education, and qualification s the same factors he apply in determining the salary base for each of his employees.But, Kessel was going to have to make a tough decision. What was he going to offer Archer to incentivize her to accept the Director position, and would there be negative social factors much(prenominal) as resentment and envy toward Archer for her relationship with the Executive team? Cam is in a position of power. Not scarce does she have power over which position she will take at RetailMax, she also has vigorous personal and relationship power with both internal and external customers in addition to her close and personal relationship with the CEO and VP of sales.Kessel also possesses strong relationship power, if Cam accepts the position in Professional Services he knows he can quickly locate a qualified candidate to set back her because of his strong ties and connections in the industry. What assumptions did Kessel make regarding Cam, and what if any assumptions did Cam have regarding Kessel ? Kessel is aware that Cam does not want to stay in sales and she is tired of all the travel, he knows she is ambitious and assumes his compensation package will have to match the package creation offered by Mangini (McGinn & Witter, 2006b).Cam assumes Kessel may resent not existence able to select his own candidate for the Director position. She has researched the salary expression for the product managers and assumes Kessel will offer her a compensation package that is in line with the market, but since her role will have a broader more strategic scope she hopes to be compensated for this. On the other hand if she accepts the professional service position she will not be in a position to receive any credit if she is able to sustain with the turnaround of a chaotic professional services department (McGinn & Witter, 2006a).Cam has a decision to make, which position will strengthen her power? While the professional service position provides the prospect to work closely wit h customers, involves revenue generation activities, and connects her compensation to revenue goals, Cam knows the position will require as much travel as her recent sales position, while the marketing position is a more stationary position which means the opportunity to reestablish friendships and social activities, something Cam has missed.Cam is also drawn to the marketing position because it moves her toward her locomote goals of being in management. Although Cam would not have any direct reports, she would work with all five product managers to develop and implement marketing strategies for the somatic level, a level with more social networking, power, and prestige (McGinn & Witter, 2006b). Should Kessel be concerned with Archers career advancement, Archer does have the ear of the CEO, a close working relationship with the VP ofSales, and now she is being recruited internally by another VP? The benefits of hiring Archer means Kessel will gain an intelligent, dedicated emp loyee with proven success for RetailMax and whose social connections and charisma could bring positive wariness and promotion to the department while the deficits being related to the teams morale and how they may respond to a socially connected internal transfer who had a position created for her.Hiring an external candidate at a lower salary opens up the opportunity for Kessel to reward his current employees with a pay raise above cost of living, something they have not genuine in two years (McGinn & Witter, 2006b). Kessel has a decision to make. Kessel has put together his compensation package and made Archer an offer. Kessel reminded Archer of the benefits of the position limited travel, social benefits and stability, and career advancement along with offering her a compensation package of $138,000 (15% above the market) because of her experience and proven success accede for RetailMax (McGinn & Witter, 2006b).Archer believes the marketing opportunity makes good use of her education and skills, meets her personal needs and career goals, and positions her with the power and information sources for the company because of this she believes this is the best pickaxe for her. Upon evaluation of both case studies, Cam Archer used social power most effectively through taking career risks that not only helped to develop and enhance her skills, but which brought visibility and attention to her reputation for being an innovative and resourceful employee whose charisma and business acumen brought much success to RetailMax.References French, J. R. P. , & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed. ), Studies in Social Power (pp. 259-269). Ann Arbor, MI Institute for Social Research Retrieved from http//www. communicationcache. com/uploads/1/0/8/8/10887248/the_bases_of_social_power_-_chapter_20. pdf McGinn, K. , & Witter, D. (2006a). RetailMax Role for Cam Archer. Boston, MA Harvard Business School Publishing McGinn, K. , & W itter, D. (2006b). RetailMax Role for Regan Kessel. Boston,

No comments:

Post a Comment