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A Monroe Case

Ray Monroe owns A. Monroe Lock and Security Systems (AMLSS) which has experienced financial losses and small profits over its first two years. Monroe is considering options to increase business and profits. Upgrading AMLSS's service strategy is recommended by offering more options, longer service hours including 24/7 availability, after sales customer care, loyalty programs, and expanding coverage area through additional staff and an online booking website. An action plan is outlined to implement these upgrades over the next 20 days through business analysis, staff training, supplier engagement, and marketing.

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Heinz Reimann Daguinsin Orais
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3K views14 pages

A Monroe Case

Ray Monroe owns A. Monroe Lock and Security Systems (AMLSS) which has experienced financial losses and small profits over its first two years. Monroe is considering options to increase business and profits. Upgrading AMLSS's service strategy is recommended by offering more options, longer service hours including 24/7 availability, after sales customer care, loyalty programs, and expanding coverage area through additional staff and an online booking website. An action plan is outlined to implement these upgrades over the next 20 days through business analysis, staff training, supplier engagement, and marketing.

Uploaded by

Heinz Reimann Daguinsin Orais
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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International Case #: 1B

The Case of A. MONROE LOCK and S E C U R I T Y S Y S T E M S

INTRODUCTION
Ray Monroe was the owner of A. Monroe Lock and Security Systems (AMLSS). It was established about 2 years ago and offered locksmithing services to residential and commercial customers as well as automobile owners in the greater Boston area. AMLSS

was

certified

by

the

Commonwealth

of

Massachusetts to perform alarm installations and offered a


full range of alarm products.

Financial results have been poor, with losses of $6500 in the first year and a profit of only $3500 in year 2.

AMLSSs target market is 3 local communities in the Boston


area.

I. TIME CONTEXT

II. VIEWPOINT

Present

Ray Monroe
Owner

III. CENTRAL PROBLEM


Poor financial results: Small profit snd Big losses

IV. STATEMENT OF OBJECTIVE


Must: Increase business Wants: To become one of the most preferred Locksmith Service in Boston

V. AREAS OF CONSIDERATION
STRENGTH
1. Rays parents are ENTREPRENEURS. 2. AMLSS was certified by the Commonwealth Massachusetts. 3. 2 years experience. 4. Experience in various areas of the business. 5. Fast respond to client. of

WEAKNESSES
1. worked in the industry only for 2 years 2. Not Offering Alarm Installation 3. Limit business until 5pm only

V. AREAS OF CONSIDERATION
OPPORTUNITIES
1. Increased crime rate and residential house sales 2. The demographic profile of the 3 local communities in the Boston area offered many opportunities. 3. Use his company van to serve more than 3 communities or promoting the business. 4. The yellow pages ad gives him an edge.

THREATS
1. Competitors 2. Better customer service provided by the competitors 3. 37 other locksmiths in the three communities on which AMLSS concentrated.

VI. ALTERNATIVE COURSES OF ACTION


1. Putting up new business (+) His next venture can be his passion. New ideas and fresh start Learned from previous mistakes Network created (-) a. New capital requirements b. New learning curves which includes training/experience of new chosen industry c. No assurance it will succeed

a. b. c. d.

VI. ALTERNATIVE COURSES OF ACTION


2. Strategic alliance with other service provider. (+) a. Leverage. b. Able to compete with other larger locksmith company. c. Wider area of coversge. (-) Control & Trust Issue Result may not be desirable Not all will agree on this concept. Client grabbing

a. b. c. d.

VI. ALTERNATIVE COURSES OF ACTION


3. Upgrade service strategy (+) More options means more business. Longer hours of service. Offer 24/7 After sales customer care. Loyalty program Website creation with online booking Wider area of coverage Add additional manpower (-) Bigger bills on beeper and mobile phone Website devt cost Petroleum cost for transport Additional staff cost Training cost

a. b.

a. b. c.

c.
d. e.

d. e.

f. g.

VII. RECOMMENDATION
Adapt ACA 3 (Upgrade Service Strategy)

VIII. ACTION PLAN


Person Responsible Ray Monroe Activities Gather data through business intelligence & competitive analysis (suppliers & staff) Create T.O. and Business Plan Time Frame 20 days

Ray Monroe

4 days

Ray Monroe

Get suppliers for alarm equipment, website, Telco (cheaper rates), Get staff (technical specialist and management)
Train staff

10 day

Ray Monroe

5 days

Ray Monroe

Create Website (Design, Content and Function) Simultaneous with training of staff and B.I. stage
Create marketing plan

20 days

Ray Monroe / Management

5 days

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