INTRODUCTION
It isnt that they cant see the solution, its that they cant see the problem.
SunBright Outdoor Furniture, a three hundred people strong company with annual sales above 28 million dollars in 2003, was a one serviceman show for about 20 years. Jim Cowart, founder and president, was responsible for its phenomenal growth and was an excellent problem solver. Since its inception there had been some sales and marketing problems which were tackled successfully by him. He was a workaholic and after twenty years of tirelessly working mean solar daytime and night he cherished to take a choke seat and relax. Eva Rucker was hired to take over the day to day business and grow the brand from local to national.
Rucker was a credible business woman who went a mammoth revamp in the company to make its presence matt-up at the national stage. New salespersons, support staff and new-fashioned designers were hired to make products for big retail stores. SunBright grew at a fast pace within a year of Rucker place her plans into action. However the growth came at a price and problems started travel into the firm from all areas.
Soon after the company leprose up its operations, the big retail giants started complaining about support in the holy orders. In fact they even returned a bundle because of bad quality of products. If SunBright could not match the demands of these suppliers it had a grievous chance of losing the contract.
With help of an independent consultant, they reckon out the problems at hand. The major issues identified were lack of communication between various teams, under-utilized resources and improper inventory management. Rucker agreed with the findings and wanted Jims support to change the organization accordingly.
However the biggest contend was to convince Jim...
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