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Case from journal
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Reference no. JIACS14-05-06
Authors: Graham Elkin
Published by: Allied Business Academies
Published in: "Journal of the International Academy for Case Studies", 2008

Abstract

Stuart has just arrived as the Chief Executive( CEO) of Harraways and Sons Ltd (Harraways) a small 100 year old family business. The main activity is the processing of oats into breakfast foods, and then distributing them directly and indirectly. It is a challenging environment in a difficult remote location. Stuart needed to rapidly assess the business and then plan for systematic data collection and work out how to preserve and grow the business. There is incomplete data, which is typically the case in small companies. The case begins in May 2001 when the CEO (who arrived in 2000) is asked to provide a strategy paper for his Board of Directors. Part One concerns an initial appraisal of the business and asks students what the CEO should do in that situation in 2001. Part Two is concerned with 2000-2003 and asks students to compare what the CEO did with their suggestions from Part One. Part Three concerns the period 2004–2006 and brings students up to date. Current information is available on the company website. This case concerns the arrival of a Chief Executive in a small private company and his need to take stock of the company, and with the information that is available, plan a systematic collection of data, review the position and develop a strategy for the future. The case also deals with the development of a small business and in a minor way with some organizational development issues. The case is suitable for a number of levels of use from undergraduate to post- graduate and post experience (MBA) classes. The level of answers and analysis will vary with the level and previous understanding of business. Part One could take two class hours, Part Two three hours and Part Three three hours. The first part allows the student to consider being suddenly responsible and having little information or resources. They are invited to consider what to do first, then to plan the collection of systematic quantitative and qualitative data and the implementation of some way forward. Part Two provides information for the next three years and allows comparison of the student’s ideas in Part One with what actually happened. Part Three moves on to consider the way forward for the restored company- based on the actual position.
Size:
Family business
Other setting(s):
2000-2006

About

Abstract

Stuart has just arrived as the Chief Executive( CEO) of Harraways and Sons Ltd (Harraways) a small 100 year old family business. The main activity is the processing of oats into breakfast foods, and then distributing them directly and indirectly. It is a challenging environment in a difficult remote location. Stuart needed to rapidly assess the business and then plan for systematic data collection and work out how to preserve and grow the business. There is incomplete data, which is typically the case in small companies. The case begins in May 2001 when the CEO (who arrived in 2000) is asked to provide a strategy paper for his Board of Directors. Part One concerns an initial appraisal of the business and asks students what the CEO should do in that situation in 2001. Part Two is concerned with 2000-2003 and asks students to compare what the CEO did with their suggestions from Part One. Part Three concerns the period 2004–2006 and brings students up to date. Current information is available on the company website. This case concerns the arrival of a Chief Executive in a small private company and his need to take stock of the company, and with the information that is available, plan a systematic collection of data, review the position and develop a strategy for the future. The case also deals with the development of a small business and in a minor way with some organizational development issues. The case is suitable for a number of levels of use from undergraduate to post- graduate and post experience (MBA) classes. The level of answers and analysis will vary with the level and previous understanding of business. Part One could take two class hours, Part Two three hours and Part Three three hours. The first part allows the student to consider being suddenly responsible and having little information or resources. They are invited to consider what to do first, then to plan the collection of systematic quantitative and qualitative data and the implementation of some way forward. Part Two provides information for the next three years and allows comparison of the student’s ideas in Part One with what actually happened. Part Three moves on to consider the way forward for the restored company- based on the actual position.

Settings

Size:
Family business
Other setting(s):
2000-2006

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