Wolfgang Keller at Konigsbrau-Hellas A.E. (A) Case Study Analysis
Introduction
Wolf Keller, a HBS alumnus, was 34 years old at the time of his death (Gabarro, 2002). He studied business economics & chemistry as an undergraduate at the University of Cologne. After graduating from business school, Keller worked as a strategic planner for a well-known German food company. This post, however, was short-lived, since he was elevated to general manager of a minor company in Greece that was having major financial troubles within six months. Keller was promoted to chief operating officer of a twenty million dollars German subsidiary with similar issues after turning it around in less than two years.
Keller join Konigsbrau as a chief executive of its Greek subordinate& left the food manufacturer after the two years on the sales of eighty million dollars & Keller was losing two million dollars per year at this sale. In the time of three years taking demand, the Greek division’s earnings are grown to five million dollars annually on gross sales of Hundred million dollars.
Problem Statement
Wolf Keller is an administrator of German Company and this is a beer company of the Ukraine Subordinate. Wolf faces different challenges in this corporate, which include managerial challenges in which two or more difficult challenges are to be made and in this situation, one challenge is totally undesirable. The Commercial Project Manager is a junior assistant of Wolfnamed Dmitri Brodsky. He is a skilled & professional Commercial Project Manager, who is not meeting of his aim opportunely and frequently necessary trustable assist from Keller.TheBrodsky’s personality also causes disagreement with clients, co-workers, even Keller himself. Keller must select the best course of action with this tough employee in a business that is continuously changing, as well as a fierce competition for talent. He must also analyze what makes for a good performance assessment, as well as how his own actions affect Brodsky’s bad performance.
Strengths of Wolfgang Keller
Powerful Brand Owner’s Equity
In the internal market it works in, Keller has a-few of the most reputable brands. According to Gabarro, aided brand recall is significant in hiring new consumers seeking solutions in the conflict, Personal finance, talent management, superintendent and functional structure industries.
Cognitive Property Rights
Keller has collected an arrangement of patents and trademark through creation and pick up those privileges from the inventor. This can support the Keller in balking the difficulties of entrants in severalcorporations’conflict, Personal finance, talent management, superintendent andfunctional structure.
Managing Regulations and Business Surroundings
Kellerworks in a surrounding where it faces many principles and government commands. The firmis tonegotiate the surrounding through building a powerful relationshipwith foyer groups and the governmentalsystem.
High Revenue Margin
Compared to its competitors, Keller’s profit margin is very high. This has enabled Keller's resources to not only withstand competitive difficulties but also to capitalizeon research and development. And this is a powerful point for Keller compared to its new entrants.
Advance-QualityGoods& Services
Keller's present consumers are exceedingly faithful, so superior product& service quality can assist Keller’senlarge its market share. In the report ofGabarro’s, on that point is sufficient evidence Kellercan take part with other worldwide players in the worldwide market because of the advance quality of his goods & services.
Market Victory
Keller has a proven the performance history of establishmentinnovativegoodsto the internalmarketplaceandvictual to a diversity of marketplaces based on consumer response. Keller has tried out many concepts in several industries and developed successful Leadership & Managing People solutions.
PowerfulInternal Market
Keller'sinternal market is both a power and anobstacle to the company’s establishment&development. Keller can fluentlyexpand in its internal market with littledevelopment.
Weaknesses of Wolfgang Keller
Inefficiently Managing Inventory
Based on the detailsprovided in this case, we can accomplish that Kelleris inefficiently handling inventory& cash flow. So this is a big weakness of any organization.
Low Rate of Return
Although Keller’s healthy statement of financial position, Return on Capital is one indicator that needs to be considered. According to Gabarro, the most dependable metric of productivity is Return on Capital, not singlefavored by business analysts such as return on net assets.
ConsumerDisappointment
Although product demand has remained stable, there is a stewing sense of disappointment among Keller’sconsumers. It shows up in online reviews. Keller should concentrate on areas where the customer“purchase and post-buy experience” can be better.
Technology Application in Operations
Keller has combined technology into the backend procedures, but it still cannot connect the power of technology in front end procedures.
Alternatives
Alternate 1
Keller mayhap capable of tapping into the worldwide talent market if he expands into new markets. It can also help attract talent into the local market and growing into new areas, according to Gabarro.
Alternate 2
In the worldwide market, Keller can use an Electronic Commerce Business Model to associate with local merchants&logistical suppliers. Kelleraugmentedthe use of social media.
Recommendation
In recommendation, the best alternative for the company’s administrator named Keller is that Keller can use an Electronic Commerce Business Modelbecause through this alternateKeller connected with local merchants andlogistical providers. Kellerboosts up the use of social media can support him to reduce the cost of entering new markets and accomplishment to consumers with much smaller marketing expenditure. It could also lead to crowd fundingmanyfacilities and consumer-targeted marketing based on information and purchase patterns, so this is the best option.
Conclusion
Keller’sforerunneras chief executive was moving back to Germanybecause ofhis incapacity to work with Carellas. Both Keller and Carellasaddress to Haussler, who was a representative of the Vorstand. Keller wasin control of all functioning, and Carellas wascharge of outside association with banks, industry trade groups, and administrativeorganizations. Keller has faith that this worked competently, although he felt that Carellasoccasionally missed being involved in daily functioning.
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