Kaitlin the New Mentor Kaitlin is the sales manager at a lumber supply com- pany, so...

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Kaitlin the New Mentor Kaitlin is the sales manager at a lumber supply com- pany, so successful in its geographic region that it employs 250 full-time workers, and 50 part-time. In addition to selling lumber to builders, the company also makes steps, doors, deck material, and molding. Kurt, the CEO, asked Kaitlin if she would mentor Misty, a newly hired marketing researcher. Kurt explained to Kaitlin that the marketing research position is vital to the future of the company. He believes that the market for the company's main product line is leveling off, and that a market researcher might be able to explore new markets and product expansion for the company. Kaitlin said that she was eager to mentor Misty because she thinks that the new market researcher has considerable potential to help the company. Kaitlin said, "I've already begun mentoring Misty, and she seems receptive." Three days later, Kaitlin met with Misty for the first mentoring session. The session included the following comments by Kaitlin: "Misty, as your official mentor, I want you to do the following things. First, dress more profes- sionally. It looks like you outfit yourself at stores for low-income people. I will recommend a few better stores for you in an e-mail. Second, I have a list of websites I want you to track every day. I have sent you an e-mail listing these sites because they are excellent for picking up marketing trends. Third, I want you to spend at least one day a week out in field speaking to new potential users of our products." Three weeks later, Kaitlin sent Misty a text message saying, "Report back to me immediately on your progress. Send me a summary of your website searches. Also, send me a few photos of any new office clothing you have bought." Later that day, Kaitlin sent Misty a brief text message that stated, "Remember to focus on your daily work tasks. Don't be a dreamer." During lunch with Pete, the company infor- mation systems administrator, he asked Misty how she enjoyed being mentored by Kaitlin. Misty responded, "Did you say being mentored or being smothered?" Questions 1. What is your evaluation of the most likely effec- tiveness of Kaitlin's approach to mentoring? 2. What recommendations would you make to Kaitlin to improve her mentoring effectiveness? 3. What do you recommend Misty do to profit more from the mentoring and leadership pro- vided by Kaitlin? The Saratoga Supply Company Needs a Strategy The Saratoga Supply Company is a distributor of a wide variety of industrial supplies to small- and medium-size companies, as well as schools, hospi- tals, and government agencies. The wide range of supplies number in the thousands including paper clips, copying paper, office furniture, desktop com- puters, pencil sharpeners, paper towels, and clean- ing solvents. Saratoga Supply uses state-of-the art information technology for purchasing, selling, and delivering products. Although the company has been in business for sixty years, CEO Wes is worried about the future of Saratoga Supply. In consultation with CFO, Darleen, and head of sales, Gary, Wes notices a dis- turbing and steady decline in sales for almost all the products the company supplies. Wes agrees with Darleen that the downward trend in sales is accelerating (sales are decelerating) at an unhealthy rate. He also agrees with Gary's analysis that too many customers are now ordering directly from manufacturers through online sales. In the past, most manufacturers did not want to bother with small sales to individual companies. But with e-commerce, sales can be implemented more readily without going through intermediaries such as Sara- toga Supply Company. With a concerned look on his face, Wes says to Darleen and Gary, "We need to develop a business strategy to prevent going out of business. Maybe we should meet for an all-day strategy session real soon." Questions 1. How should Wes and his team go about devel- oping a survival strategy for Saratoga Supply? 2. Does Saratoga Supply really need a survival strategy? Or should the company just begin to downsize to fit the demand for its products and services? 3. From the limited evidence presented, how effectively do you think Wes is carrying out the role of a strategic leader? Kaitlin the New Mentor Kaitlin is the sales manager at a lumber supply com- pany, so successful in its geographic region that it employs 250 full-time workers, and 50 part-time. In addition to selling lumber to builders, the company also makes steps, doors, deck material, and molding. Kurt, the CEO, asked Kaitlin if she would mentor Misty, a newly hired marketing researcher. Kurt explained to Kaitlin that the marketing research position is vital to the future of the company. He believes that the market for the company's main product line is leveling off, and that a market researcher might be able to explore new markets and product expansion for the company. Kaitlin said that she was eager to mentor Misty because she thinks that the new market researcher has considerable potential to help the company. Kaitlin said, "I've already begun mentoring Misty, and she seems receptive." Three days later, Kaitlin met with Misty for the first mentoring session. The session included the following comments by Kaitlin: "Misty, as your official mentor, I want you to do the following things. First, dress more profes- sionally. It looks like you outfit yourself at stores for low-income people. I will recommend a few better stores for you in an e-mail. Second, I have a list of websites I want you to track every day. I have sent you an e-mail listing these sites because they are excellent for picking up marketing trends. Third, I want you to spend at least one day a week out in field speaking to new potential users of our products." Three weeks later, Kaitlin sent Misty a text message saying, "Report back to me immediately on your progress. Send me a summary of your website searches. Also, send me a few photos of any new office clothing you have bought." Later that day, Kaitlin sent Misty a brief text message that stated, "Remember to focus on your daily work tasks. Don't be a dreamer." During lunch with Pete, the company infor- mation systems administrator, he asked Misty how she enjoyed being mentored by Kaitlin. Misty responded, "Did you say being mentored or being smothered?" Questions 1. What is your evaluation of the most likely effec- tiveness of Kaitlin's approach to mentoring? 2. What recommendations would you make to Kaitlin to improve her mentoring effectiveness? 3. What do you recommend Misty do to profit more from the mentoring and leadership pro- vided by Kaitlin? The Saratoga Supply Company Needs a Strategy The Saratoga Supply Company is a distributor of a wide variety of industrial supplies to small- and medium-size companies, as well as schools, hospi- tals, and government agencies. The wide range of supplies number in the thousands including paper clips, copying paper, office furniture, desktop com- puters, pencil sharpeners, paper towels, and clean- ing solvents. Saratoga Supply uses state-of-the art information technology for purchasing, selling, and delivering products. Although the company has been in business for sixty years, CEO Wes is worried about the future of Saratoga Supply. In consultation with CFO, Darleen, and head of sales, Gary, Wes notices a dis- turbing and steady decline in sales for almost all the products the company supplies. Wes agrees with Darleen that the downward trend in sales is accelerating (sales are decelerating) at an unhealthy rate. He also agrees with Gary's analysis that too many customers are now ordering directly from manufacturers through online sales. In the past, most manufacturers did not want to bother with small sales to individual companies. But with e-commerce, sales can be implemented more readily without going through intermediaries such as Sara- toga Supply Company. With a concerned look on his face, Wes says to Darleen and Gary, "We need to develop a business strategy to prevent going out of business. Maybe we should meet for an all-day strategy session real soon." Questions 1. How should Wes and his team go about devel- oping a survival strategy for Saratoga Supply? 2. Does Saratoga Supply really need a survival strategy? Or should the company just begin to downsize to fit the demand for its products and services? 3. From the limited evidence presented, how effectively do you think Wes is carrying out the role of a strategic leader?

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