A Monroe Case

International Case #: 1B

The Case of A. MONROE LOCK and SECURITY SYSTEMS

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.

• AMLSS’s target market is 3 local communities in the

Boston area.

I. TIME CONTEXT II. VIEWPOINT

Present Ray MonroeOwner

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

STRENGTH1. Ray’s parents are ENTREPRENEURS.2. AMLSS was certified by the Commonwealth of

Massachusetts. 3. 2 years experience. 4. Experience in various areas of the business. 5. Fast respond to client.

WEAKNESSES6. worked in the industry only for 2 years7. Not Offering Alarm Installation8. Limit business until 5pm only

V. AREAS OF CONSIDERATION

OPPORTUNITIES1. 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.

THREATS5. Competitors6. Better customer service provided by the competitors 7. 37 other locksmiths in the three communities on

which AMLSS concentrated.

VI. ALTERNATIVE COURSES OF ACTION

1. Putting up new business

(+)a. His next venture can

be his passion.b. New ideas and fresh

startc. Learned from previous

mistakesd. Network created

(-)a. New capital

requirementsb. New learning curves

which includes training/experience of new chosen industry

c. No assurance it will succeed

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.

(-)a. Control & Trust Issueb. Result may not be

desirablec. Not all will agree on

this concept.d. Client grabbing

VI. ALTERNATIVE COURSES OF ACTION

3. Upgrade service strategy

(+)a. More options means

more business. b. Longer hours of

service. Offer 24/7c. After sales customer

care.d. Loyalty programe. Website creation with

online booking f. Wider area of

coverageg. Add additional

manpower

(-)a. Bigger bills on beeper

and mobile phoneb. Website dev’t costc. Petroleum cost for

transportd. Additional staff coste. Training cost

VII. RECOMMENDATION

Adapt ACA 3 (Upgrade Service Strategy)

VIII. ACTION PLAN

Person Responsible

Activities Time Frame

Ray Monroe Gather data through business intelligence & competitive analysis (suppliers & staff)

20 days

Ray Monroe Create T.O. and Business Plan 4 days

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

10 day

Ray Monroe Train staff 5 days

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

20 days

Ray Monroe / Management

Create marketing plan 5 days