Questions-

1. Develop a better communication strategy for the entire company.

2. How will you improve the morale of the staff? And how the other managers can help to improve it

3. Define the followership you need to develop for this case? And how will you measure their performance? team cohesiveness? And loyalty?

4. Create an improved job description, organization chart for all the members (5).

5. Other issues identified as a leader, or your management want to improve and why?

6. How would you assemble the right team for the strategic objectives?

this is a project in which many posts are given my post is VicePresidentofBusinessDevelopment and Operations

you have to answer these 6 questions according to this project minmum 300 words for each question

here is thumbs up waiting for you

Nova Green Kitchen Co.:Assemblingthe RightTeam AnEnvironmentforExpansion Nova Green Kitchen Co.,is a new company based in Vancouver, Canada, produces a wide range of kitchen cleaners basedon a patented formula for an especially effective cleaning solution that is also environmentally friendly. Its products are slightly more expensive than conventional cleaners, but it has beensuccessful in occupying a niche for environmentally responsible products, for which people arepreparedtopayasmallpremium. Thecompanyhasbeeninoperationforayear andcurrently has yearlyrevenuesofaboutCAD5million Nova Green Kitchen Co. has been growing exponentially within the local market, and at a time when there is much uncertainty in the world, many people want to support local businesses that align with their values and promote a greener future. Vancouveritesare more conscious of the impacts our purchases have on the planet and the carbon footprint they leave. Givencontinuedinterestinenvironmentallysafeproducts locally, Nova Green Kitchen Co.seessignificantgrowthopportunities. Preliminary research has shown that a significant portion of its domestic market isreceptive to converting to green products. That domestic market, however, is limited in size. There are 2 real opportunities for the business, expand their business first Ontario and the Atlantic provinces totapintotheglobalmarketforenvironmentallyresponsibleproducts, amarketthatismanytimeslargera ndgrowingrapidly The CEO decides to plan a retreat in Victoria, BC with all upper management, tosee how to develop these strategic objectives to support the rapid growth of the company. to or The Planning Retreat Issues found during the retreat: The CEO found that needs to prepare a leadership plan with the real values, mission, vision, and strategic objectives to help Nova Green Kitchen Co. to grow In Canada before moving Internationally. The senior management of Nova Green Kitchen Co. has gathered for a planning retreat. Its objective is todevelop a preliminary strategy for expanding the businessto the east coast. There is a consensus among managersabout targeting other local markets such as Toronto. The real issue is how to do this in a way that is effective profitable, and manageable in terms of risk. Also, during the planning retreat found that the company's strategic objectives are not clear and vague, so they don't feel capable to measure them and follow up and keep up with the growing stage if there is no clarity on them. Leadership findings: most of Nova Green Kitchen Co staff members don't feel that upper management is doing a great job on creating a company's vision towards the future of the company, and it'sdirectly impacting the morale of the employees. Marketing Manager Kitchen practices are among the most culturally determined of human activities. Howpeople prepare food and how they think about cleanliness are very much determined bytheircultural assumptions. Amarketingstrategythatiseffectiveinonemarketmaynot work inanother. Marketingmusttargetthosewhomakedecisionsaboutthekitchen, andinmostsocieties thatme answomen. The Marketing Manager found that moving forward the logo and branding it's not showing the real values of the company and is not well established. The branding has to be focused on the power to make tomorrow a more sustainable place in which to live. It could be as simple as where you do your grocery shopping or buy your jeans that makes a big impact. ChiefFinancial Officer Despite its prospects, at yearly revenues of EUR 5 million, Nova Green Kitchen Co. is still arelatively small company. Its profits are respectable, but not enough to fund an east coast expansion neither an internationalbusiness development. Any significant business development abroad would require additional financing. Sincethe company is still privately held, the financing would probably have to come in the formofaloan. Thecompanycouldgopublicthroughapublicshareoffer, butthatwouldbecomplexandtimecon suming Vice PresidentofBusiness Development and Operations Eachyear moreinternationalcompaniesarefocusinggrowthprojectionsonbreakingintothe environmentally conscious market. Nova Green Kitchen Co. is already facing stiff competition fromimitators. Thiswillonlygetmore intenseifitgoesinternational. Asasmallcompany, Nova Green Kitchen Co.onlyhassomuchmanagementbandwidth"availabletooverseenewventures.Itislikelythat amajorinternationalundertakingwillabsorbtimeandattention, detracting fromdomesticoperations. TheremaybecompaniesabroadthatcancomplementwhatNova Green Kitchen Co.offers.Ideally, thecompanycould find firmsthatarealsointheenvironmentalsector, establis hedintheirmarketplaces and offering products that complement instead of competing with kitchencleansers. For example, producers of nonallergenic food or clothing might be suitablepartners. Thereisanalternativetogoinginternational. Thecompanycoulduseitspatentedformulaas the basis for a whole line of environmentally friendly products. For example, it coulddevelop laundry detergents, carpet cleaners, industrial cleaners and other items. Thesecould be positioned within the domestic market to capture new opportunities and fuelgrowth. Oncethecompanygrewtoacertainsizeandhadsignificantoperatingrevenues, itcouldthencontemplategoing abroad. Human Resources Manager Has received complaints of staff members of overworking, and no more staff being hired Turnover increase for the last year Not getting a clear communication from upper management Unrealistic goals set on the Production area HR is not clear by hiring more staff will fix the problem Attheendofthepresentations, the CEOsummedupthemeetingbyobservingthattheexpansion of the companyfaced two options: remaining focused on the domestic market and expand to the east but fueling growth with newproducts ormovingimmediatelyintotheinternationalarenatolookforgrowthopportunitiesthere.Eachoption wasaccompanied byboth costsandrisks. For domestic expansion the CEO got an approval of a business line of credit of 3 million dollars from CIBC at a 2.5 % annually. The CEO announced that he had made preliminary contact with twocompaniesthatmightbeabletohelpintheinternationalarena. Thefirstwasanexportmanagement company that specialized in the distribution of consumer goods to Asia and the Middle East. The other was an American company that made baby clothes, diapers and otherproducts for infants. The CEO asked his managers for an opinion on pursuing these contacts orlookingatotherpotential solutions