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The wallace group case analysis. Case 2 The Wallace Group, Inc. I. CASE ABSTRACT
Harold Wallace, founder, serves as Chairman and President of the Wallace Group. ...
... Running Head: THE WALLACE GROUP- CASE STUDY Unit 1 IP ... plan that consists of SWOT
analysis, strategy formulation ... theory that can make the Wallace Group become a ...
... This analysis is based on an examination of the organization ... But the case does seem
to indicate that this is the most pressing need faced by The Wallace Group. ...
... Complete a strategic analysis and develop ... Having all decisions flow through the
president, as it appears to be the case with The Wallace Group, creates a ...
... CASE ANALYSIS 1: THE WALLACE GROUP Introduction The Wallace Group is a diversified
company that deals in the manufacture and development of technical products ...
Submitted by dimitris04 on December 13, 2005
Category: Business
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Case 2
The Wallace Group, Inc.
I. CASE ABSTRACT
Harold Wallace, founder, serves as Chairman and President of the Wallace Group. He owns 45 percent of the outstanding stock. The company consists of three operating groups—Electronics, Plastics, and Chemicals, which generate sales of $70 million. Mr. Wallace continues direct operational control over the Electronics Group. Several years ago, Wallace and the Board embarked on a strategy of diversification into plastics and chemicals in order to decrease the company’s dependence on defense-related business.
Presently, the morale within The Wallace Group has deteriorated to the point where some of the employee stockholders made an attempt to force Wallace’s resignation. As a result of this crisis, Wallace has hired Frances Rampar, a management consultant, to conduct a management survey into the problems facing The Wallace Group. Her task is to develop a series of priorities for Wallace’s consideration.
Decision Date: No Date Sales: $70,000,000
Net Income: $ 1,760,000
II. CASE ISSUES AND SUBJECTS
Corporate Governance Morale and Culture
Diversification Organizational Structure
Stages of Corporate Development Top Management Responsibilities
Vertical Integration Modes of Strategy Formulation
Transfer Pricing Distinctive Competence
Suboptimization Entrepreneurship
III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
O = Emphasized in Case X = Covered in Case
STUDENT STRATEGIC AUDIT/STUDENT PAPER
I. INTERNAL ENVIRONMENT
A. Tremendous dissatisfaction among management and employees. This resulted from Wallace’s failure to delegate to subordinates and a lack of clear strategies or long term plans, goals, or objectives.
B....
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