Please answer the case questions

HOW DO YOU SEE IT? Top Dog awarded more than 200 franchises in 40 states (41 percent "What Americans love ... is consistency." of which, according to the company, are women owned)." -HEIDI GANAHL, FOUNDER AND CEO OF CAMP BOW WOW _. Ryan explains that she has "a unique relationship" with because she bought the Boulder location directly from We first met Sue Ryan in the Video Case for Chapter 1, Ganahl, who'd owned it since it opened in 2001. They've where we saw how she manages things at Camp Bow known and worked with each other for about 10 years, Wow, a care facility for dogs in Boulder, Colorado. A and they're obviously on close terms. But Ryan recalls veteran of the corporate ranks, Ryan focuses her leader- that there was "a transition period. We both kind of had ship skills on mentoring younger managers on the finer to find our way ... and figure out how much space to give points of human and customer relations and puts the each other." Ryan, confirms Ganahl, had to work her way rest of her energy into trying to turn a profit while fos- through an "initial stage of getting the camp where she tering a "relaxed culture." Because it's a franchise, how- wanted it to be rather than where corporate wanted it to ever, certain managerial tasks at Camp Bow Wow fall to be," and, together, they "had to work at negotiating what managers who work directly for the franchiser - the com- was best for her versus what was best for us when we were pany that permits Ryan to use its brand name and sell its running the camp." products. The franchiser, for example, sponsors an inter- The negotiations were successful, reports Ryan, active Facebook game called Bad to the Bone and pays a because Ganahl's "leadership skills were great in terms PR firm to keep the brand "constantly barked about" in of focusing on the right things [and] being pretty clear media ranging from the Today Show to the New York with me about expectations. And being open to letting Times. go of some of [her expectations] as I got my feet under That's where Heidi Ganahl comes in. Ganahl founded me and I got more solid with how I was running the Camp Bow Wow in 2000 with $83,000 in savings. She camp.... She was able to back off and give me some began franchising her brand in 2003 and has since latitude." For her part, Ganahl is well aware that such give- CASE QUESTIONS and-take is crucial in leading a company whose most 1. What do you think of when you think of a brand? In important resource is a diverse group of independent what ways can Camp Bow Wow be considered a businesspeople. "One of the most important things brand? Clearly, Ganahl's primary focus as a manager about franchising," she explains, is brand management-the application of marketing is being able to duplicate and replicate the original techniques to her product or brand. Why is her combusiness and, as it evolves, keep everybody on the mitment to brand management so strong? In what same page, all the facilities looking the same, the service ways does her approach to leadership reflect her comthe same, and the attributes of the brand the same... mitment to brand management? What Americans love-and the great thing about 2. In what ways might the trait approach to leadership franchising-is consistency. Keeping everything the help explain Ganahl's approach to dealing with her same no matter which location you go to. most important concerns as a manager? [Hint: You'll By the same token, Ganahl hastens to add, her role is probably want to refer to the section on "Personality challenging "because when you get all of these 200 people and Organizations" in Chapter 3.] Assuming that that have all these creative, cool ideas-even though they Ganahl is an effective leader (Sue Ryan says that she know they bought into a franchise-they still want to tap is), how might each of the behavioral approaches to into [their own] creativity and add their own bent to the leadership discussed in the chapter-the Michigan business." Her main job, then, is balancing the need for and Ohio State studies and the leadership grid-help to explain her success? brand consistency "with the 200 franchisees and the 2,000 3. How might the various situational leadership models employees ... and just really trying to temper their wondiscussed in the chapter-the LPC theory, the pathHow does Ganahl manage this critical balancing act? goal theory, and Vroom's decision tree-help to explain derful ideas with what's best for the brand." It's a matter of leadership style: Ganahl's success as a leader? And since we're on the I've found that the best way of subject, how would you characterize Ganahl's own criand executing that vision is to 4. Would you want to work for Ganahl at Camp Bow have an open-door policy and let people communicate Wow's corporate headquarters? Why or why not? their ideas and be part of the growth ... of the brand. Would you feel comfortable working with Ganahl as And if you do that, you'll come up with some amazing one of her franchisees? Why or why not? things that you wouldn't have if you weren't open to involving your team and your franchisees and their ADDITIONAL SOURCES staffs