Qn 1 Barton Engine assessment of the market position and works, forces shaping the market as well Barton’s success factors. Suggestions made to Ms. Jayne Payne regarding the firm’s marketing efforts.

Barton engine market position is currently wanting. From the memo exchanges between the Big Bill and the Little Bill, it is evident that the market position of the firm is not in a desirable position. The market share both in the industrial perspective and consumer market share has been on a sharp decline. According to the little Bill, the marketing department has made it clear to him that they are losing much of their markets to their Japanese competitors (Rosenberger, 2005). To prove his point, Little Bill gives a statistical evident how the company’s market has changed over the years. He uses the example of the lawn mowers, snowbladers, generators and pump compressors to give his father an idea of what is happening in the market. From his statistics, the company’s market share as far as selling of 5-horsepower lawn mowers and snow blowers engines was at 37% while that of the Japanese company was around 6% while the rest of the market share belonged to the rest in 1985.

According to the company’s sales and marketing director, Karl Karlsen, the company is losing much of its market to the Japanese. In fact, he asserts that a group of major company’s client base has already been removed from the company basket to the competing Japanese companies. Little Big goes ahead and says that the company’s market for 10-horsepower engines market for generators, pumps and compressors was 21% while the Japanese market share on the same products was only 2% in 1985.  Nevertheless, the Little Bill says that the position has drastically changed over the years.

According to Little Bill, the company’s consumer market share is down to 33% and the industrial market has also drastically slipped to 19%. This is a clear indication that the company’s market performance is not headed in the right direction, and something has to be done and be done very fast (Rosenberger, 2005).  While the Barton’s market share is on a downward trend, the Japanese companies, Yonda, and Yamaha combined have registered a definite improvement in both the customer and industrial market share.

From the case study, it is clear that the two companies, the consumer market is currently at 15% while the industrial market for the two combined is at 8%.  These facts make it clear that the market loss experienced by the Barton Company is almost similar to the market gains that the Japanese companies are achieving.  The deteriorating market position for the company can also be explained by the decline in revenues as witnessed by the company’s financial statements. For instance, the organization’s revenues were $125,950  in 1999, which later reduced to $118,175 and $110,000 in 2000 and 2001 respectively.

From the organization’s cash flow, the net income for the company’s operations was positive in 1999 at $113 while in the following years, the company made losses from its operations amounting to  $402  and $2029 in 2000 and 2001 respectively.  This is a clear indication that the firms performance is not at its best (Finkelstein, Hambrick, & Cannella, 2009). It is also imperative to point out from the memo exchanges between the father and son, and the company has lost much regarding the local market.

Most Americans prefers the Japanese products for they believe that they are of better quality than other locally manufactured engines.  They have a perception that Japanese engine technologies are more advanced due to in-depth research and consistent in producing high-end engine products.

Big Bill acknowledges that he doesn’t care even if the Japanese companies sold a few more engines in the US.  This acknowledgment sends a signal that despite the strong stance that there is no problem in the organization, much of the company’s precious domestic market is at high risk of falling into the hands of competitors.  Big Bill seems not to be worried by the penetration of the Japanese in the US market simply because Barton currently has a large market share compared to the Japanese. Nevertheless, this may not be the case in future since the Japanese companies will make inroads in the Barton’s market and eventually will be a market leader in the United States (Rosenberger, 2005).

The major reasons why the market share for the company has been declining over the years is the fact that the company has not invested in innovation and improvement of the engine design. From the memo from the son to the father, the son asserts that the company’s engine design has not changed since their grandfather started up the company fifty years ago. In contrast, the Japanese have constantly improved their engine designs over the years. In fact, the son says that the Japanese have introduced moiré modern engines based on the engines used by their motorcycles (Winkler, 2010).

As a result of lack of innovation and developing engines, consumers have learned that Barton’s engines don’t start quickly as the Japanese engines and are also less efficient compared to the Japanese.  This has led to most of the Americans to believe that all the products made in Japan are of much more quality. Consequently, Barton is consistently losing its market to the Japanese companies.

Although the company’s market position has not been splendid, it is imperative to point out that there are some strengths in the company that have increased the sustainability of the company. For instance, according to the company’s sales and marketing director, Karl Karlsen, Barton is only losing smaller and average sized accounts to their Japanese competitors. However, the company has been able to retain its huge clients such as Mulch & Co. and Mulch &Co. Mowers and Snow blowers who are best-selling in the country (Finkelstein, Hambrick, & Cannella, 2009).  In fact, from the little Bill, the two companies have 164 licensed dealers who offer a substantial market for the company’s products (Rosenberger, 2005).  It is, however, essential to note that if the company continues to lose the smaller and middle-sized accounts to the Japanese, and then there are high chances that the market will decline as the market from the big accounts may not be entirely sustainable.

On the same note, the son has highlighted that the customized engine business has also been doing well in the recent years.  From the memo to the father, it is clear that this is the only department where the company profits took off. The worrying fact is that the department only accounts for only 3% of the organizations sales (Pretorius, 2009). Nevertheless, the department may provide the company with hope in the coming years since it has just started and we hope of better days ahead. Earl and his engineering department have proved to be instrumental in the firm’s success in the customized engines which have become popular in the medical laboratories, computer product manufacturers, aerospace and defense related businesses.

From the analysis, it is clear that the company’s market position is not pleasant, and the incoming manager has a great challenge ahead. The competition from the Japanese companies is very stiff, and Jayne Payne must be proactive to reinstate the company to its past glory. One of the pieces of advice that I will offer to Jayne is to increase the firm’s marketing activities to ensure that the products of the company are known both domestically and international level. From the analysis, it is clear that most of the Americans believe that Japanese products are of higher quality than the other products (Winkler, 2010). This calls for intensive marketing locally to convince the locals that the company’s products are of high quality and can meet the expectations of the consumers (Winkler, 2010). Also, Jayne should also ensure that Earl and his engineering department are accorded the necessary support to enable thriving of the customized engine department.  It is evident from the initial stages that the department has the potential of becoming the company’s strength and hence it is imperative for the management of the company to ensure total support to the department. Last and of equal importance, Jayne would also be advised to ensure that the company invests in research and development to enable the production of new engine designs that meets modern day expectations.

Qn 2. Suggestions on what Jayne Payne should do in regards to the lawsuit filed by Mr. Alvarez. Suggestions on how to deal with the phone call from Pete Runamock, the newspaper reporter.

The lawsuit filed by Mr. Alvarez is another equally challenging experience that Jayne must handle and ensure that Barton remains unshaken by the experience. The concept of workplace discrimination has been a major issue in the recent years, and it is an issue that Jayne must use great wisdom to ensure that everything is concluded well.  Several companies such as Wal-Mart have been involved in various work discrimination legal suits that have had adverse effects on the overall performance of the company. Besides a lot of times wasted in these legal battles, the companies can suffer huge financial losses concerning legal fees and the payment of fines and remedies. Such a case would set back the company’s financial position that is already ailing and hence it is only wise if the current CEO designs a way through which the case would be settled without necessarily affecting the reputation and the financial position of the company.

I would suggest that Jayne should instruct the company’s legal team to seek ways through which the case can be settled in out of court agreement. The company’s lawyers should seek an audience with Mr. Alavarez and look for ways to which they agree on how best the matter can be sorted out of court.  This will save the company a lot of time and resources that would be lost in the legal battle. It is also imperative to note that if the case goes to full trial, there are high chances that Barton will lose going with the history and the employment patterns in the company. If this happens to be the case, the company may face huge fines and other restrictions that would hamper the company’s operations in future. Companies such as Wall-Mart that have been found guilty of workplace discrimination have faced hefty fines especially in recent years where there have been strict rules dealing with the issue of workplace discrimination.

Sorting the issue out of court will not only save time and money but will also save the image of the company from being tarnished. Cases of such magnitude will be highly publicized by the media, and this may have an adverse effect on the image of the company. For instance, the media will portray the company as a racist where nonwhites have no place. This may not go on well with the black population in the United States, and consequently, the image of the company will be adversely affected.

The black people in the country will not only refuse to seek jobs there in future but may also decide against buying the company’s products (Finkelstein, Hambrick, & Cannella, 2009). Such a move would be very detrimental to the company’s domestic market position that is already under threat from the Japanese companies. It will, therefore, be essential for the company to ensure that the matter of Alvarez is addressed swiftly and soberly to save the company from the impending losses.

In regards to the phone call, Jayne should also be very wise while dealing with such sensitive issue. It is important to understand that the media will always create stories where none existed, and therefore Jayne should handle this issue in a way that she does not fall to the trickery of the media. Since she is just new to the management role, and may not have had the experience with the media before, the best advice is that she should keep off the media.  She should, therefore, instruct her assistant to tell Pete Runamok that the CEO is in a meeting, and she would contact him once the meeting is through (Winkler, 2010). Such a move would help her to plan what to tell the media or to just ignore the call and deal with Alvarez in pursuit of terminating the charges. On the same note, she should also organize for restructuring in the employment pattern in the organization to ensure that the company avoids such instances in future.

Qn 3. Suggestions to Ms. Jayne Payne on what to do with 10-Horse Power engine with data from the case study

From the case study, the 10-powerhorse engines performance is not at par with the 5-powerhorse engines. According to the memo to the father of the son, the market share for the 10 power horse engines was 21% compared to that of the 5 power horse engines that stood at 37% in 1985. On the same note, the financial projections for 2002, from the company’s financial statements, spells doom for the 10 horsepower engines in the company.  For instance, the company’s 5 horsepower engines are projected to have a net income of $636370 compared to a loss of $448,050 from the 10 horsepower engines.  This is not a welcome trend as it reduces the net income of the company to $188,320 and will have adverse effects on the overall performance of the company (Rosenberger, 2005). It is worth we point out that the problem with 10 horsepower engine has been persistent over the years and it is only wise if the company designs ways of improving the sector. From the case study, the sector performed relatively poor compared to the 5 horsepower engines in the 1980s and the projections are that the poor trend will continue. Jayne will, therefore, have to re-look at the organization’s policy on these engines to design a way that would ensure better profits in future.

To start with, the 10 horsepower engines will only lead to increased earnings if the company looks for effective and efficient ways of production and sales of the products. This is because the firm has no option of increasing the price as this would adversely affect the market share that is already affected significantly. The stiff competition from the Japanese companies will require that a pricing strategy that will help the company maintain its market. Any attempt to increase the prices would be an advantage to the Japanese companies that are striving day and night to expand their markets to new territories. This leaves Jayne with only one option of increasing efficiency and effectiveness in the production process.

For instance, from the 2002 projection accounts, the projected factory labor for the 10 horsepower engines is $24 compared to the $17 for the 5 horsepower engines.  This should be reconsidered taking into account the cost of factory materials required in the production of the two types of engines. From the case study, the factory materials required for the 5-horsepower engines is estimated at $11 while that of the 10 horsepower engine is estimated at $12.

A critical analysis of these figures reveals that the some of the labor cost incurred in the production of the 10 horsepower engines is unnecessary. Comparing the cost of labor and the cost of materials between the two types of engines is a clear indication that something has to be done to reduce the cost of labor used in the production of the 10 horsepower engines. A difference of only $1 in the materials does not correspond to the difference of $7 in the labor costs between the two types of engines.

On the same note of efficiency, the selling and administrative costs between the two types of engines should be considered afresh. It important to note that although the 10 horsepower engines are projected to have a higher gross profit of $12.75 as compared to $10.50 of the 5 power horse engine,  the 10 horsepower engines end up making a net loss while the 5 horsepower engine makes profits. This calls for Jayne to reconsider other overhead expenses such as the selling and administrative expenses as well as factory expenses to ensure that the 10 horsepower engines are as profitable as the 5 horsepower engine (Winkler, 2010). In essence, the only thing that Jayne can do to bring sanity into the company is by improving efficiency and effectiveness in the company’s production process.

Qn 4. Suggestions to Ms. Jayne on how to deal with ‘’Bull’’ Mannheim, how to obtain the support of the rank and file workers at Barton

Bull Mannheim is seen as a threat to the success of Jayne Payne in her new role as the head of Barton Engines. Nevertheless, this should not be the case, and Jayne should be wise while dealing with him. First of all, Jayne should understand the fact that Bull could not be happy simply because he thought he was the right person for the promotion considering the several years that he had worked in the company (Finkelstein, Hambrick, & Cannella, 2009). He also thought he had greater technical experience in engine making as opposed to Jayne, who was a graduate in some finance related courses from a local university.  A combination of these justifications could have lead to his unwarranted behavior, and Jayne should deal with the issue with wisdom.

To start with, Jayne should not be looking for ways to get rid with Bull but rather should be striving to bring him even much closer to him. Jayne should cultivate friendship with ”Bull” instead of accelerating their differences. For instance, it is true that Bull is amongst the people who have worked in the firm for a long time and hence have ample knowledge of everything that happens within the organization (Winkler, 2010). Also, he is known to the command of a great number of people in the organization and any misunderstanding between the two could bring rebellion thus making it difficult for Jayne to fulfill her administrative duties. The worst scenario would lead to protests, sabotage or go-slows that would adversely affect the performance of the firm.

Having said that, Jayne should be able to use the experience and influence held by ‘’Bull’’ for the betterment of the firm’s operations as well as for her good. It is worth to point out that Bull sees himself as very knowledgeable and ought to be the head rather than Jayne.  Jayne should, therefore, take advantage of this feeling and make him feel exactly that. She should, therefore, ensure that she consults him on various issues that pertain to management and other operations carried out by the firm (Rosenberger, 2005).

For instance, Jayne should take advantage of the several years of experience held by Bull to help the company improve the engineering department that seems to be the future of Barton (Winkler, 2010).  In essence, Jayne should not think of getting rid of Bull but rather should focus on making him her best friend as this would make it easy for her to run the company.

Qn 5. My Assessment of the firm’s financial position and financial performance, Suggestions on what should be done yon the financial position of the firm

Barton’s financial position is not very pleasing, and there is a big challenge ahead, and Jayne must be proactive to ensure that the financial situation at Barton is pleasant. To start with, the company’s annual revenue has been on a downward trend for a while now. For example, the revenues for the firm n 1999 stood at $125,950 but declined to $118,175 and $110,000 in 2000 and 2001 respectively. According to the projections of 2002 concerning the manufacture of 5 horsepower and 10 horsepower engines, the revenues are also projected to decline. It is, therefore, prudent for the incoming CEO to ensure that there are measures put in place to ensure that the firm’s revenues do not decrease further but instead should be on an upward trend. A firm whose revenues are ever decreasing will keep the firm in a very dangerous situation where the firm may not be able to handle its daily operations.

As the level of revenues declines in the firm, the firm’s net income from its operations has also been declining every year.  For instance, in 1999, the net income from the operations of the firm stood at $2065. In the following year, the net income from the operations declined to $1070 in 2000. It is even worrying to see that the financial position regarding the firm’s net income declined in 2001 to a loss of $1058. This is a very worrying trend since the projections indicates that the loss is likely to double from the current figures. This is a bad situation where the Mrs. Jayne has to deal with and ensure that the company’s income from the operations is an increase in the coming years. An increase in the earnings from the operations will be achieved if the firm improves its efficiency and effectiveness in its operations.  For instance, despite the decline in the firm’s revenue and gross profits, the firm has failed to cut its operational costs (Rosenberger, 2005). Engineering, selling and administrative expenses have remained quite high despite a decline in the gross profits. For example, the revenues declined by $7775 from 1999 to 2000 while the engineering and administrative expenses during the same period amounted to $1092. This is a clear indication that the firms overhead expenses have failed to match the company’s profitability and hence the overall financial position at the Barton engines.

From the company’s financial statements, the retained earnings and the dividends issued by the company have also been on a downward trend. For example, in 1999, the balance at the beginning of the year was $25, 137 which declined to $24,733 in the following year. This also reflects the trend in the revenues and the gross profits that e company realized during the same period. It is worth to note that the decline in the retained earnings of the firm translates to the firm’s inability to maintain effective and efficient operations procedures within the firm.

On the same note, the net income for the firm has also been deteriorating every year. Take for example the net income in 1999 for the firm was $271. This, however, turned into a loss of $236 in 2000 and later to $1855 in 2001. From this analysis, it is clear that the trend of the net income for the firm has been deteriorating every year. For instance, the decline from 2000 to 2001 is worrying as the firm registered a net loss of over 500%. This is not a desirable trait in a firm that intends to remain competitive in its respective industry (Winkler, 2010).

The decline of the net income of the firm has consequently led to a decline amounting to dividends paid to the company’s shareholders every year.  The company has been unable to pay the dividends worth $676 for the three years covered by the financial statements.

The wanting financial position of the firm is also evident from the firm’s balance sheet. For instance, all the elements in the net assets of the company have been on a downward trend.  For example, the cash balances at the organization reduced from $1996 in 1999 to $654 in 2001. The same trend is also evident in the receivables and inventories thus explaining the decline in the total net assets during the same period.

It is critical to note the total current assets increased significantly in 2001, from $23,255 to $24,159 from 2000 to 2001, the increase is quite minimal and does not match its initial status of 24,297 that the firm held in 1999.  The slight increase is explained by the increase in inventories during the same period that increased from $8,066 to $11,683 during the same period (Finkelstein, Hambrick, & Cannella, 2009).

The company’s total asset has also been in a continuous decline over the years (Winkler, 2010). This decrease in the company’s assets is not a good indication of a strong financial position. A decline in the firm’s assets could be detrimental to the firm’s creditworthiness. Assets are used as a measure of the firm’s wealth and play an important role in determining the ability of a firm to borrow and finance its operations.

The financial position of a firm can also be assessed by the use of financial ratios. For example, the liquidity of the firm can be assessed by use of current ratio or the quick ratio.

Current ratio= current assets /current liabilities

1999 C.R =24297/16164=1.5

2000 CR= 23255/16232=1.4

2001 CR=24159/15338=1.6

From the above analysis, it is evident that Barton’s financial position is not all that bad.  This is because its current ratio is greater than one and thus means the firm can meet its debts as they fall due. This is good for the firm as it can be able to secure loans from financial institutions and other lenders. Nevertheless, it is wise to point out that a higher ratio would put the firm in a better financial position than it is now.   The company can take advantage of that to stabilize and have a competitive edge over other firms they are competing with in the same field.

The long-term solvency of a firm is another important aspect that assesses the financial position of a firm. A firm’s ability to meet both its short-term and long-term financial obligations as they fall due is of great concern in the assessment of a firm’s financial health.

Firms that cannot meet their financial obligations cannot be very competitive in their respective industries. Use of financial leverage ratios is concerned with both the short term and the long assets and liabilities of the firm. The most common ratios are the debt ratio and debt-to-equity ratio.

The debt ratio is calculated by dividing the total debt by the total assets of the firm.

Debt ratio=total debt/total assets

1991 debt ratio= 12545/66164=0.2

2000 debt ratio = 11454/63212=0.2

2001 debt ratio = 14769/62,708=0.2

From the figures above it is evident that the firm can meet its long-term debt responsibilities

Qn 6. My assessment of Barton’s strengths and weaknesses regarding the firm’s available data from the case study

It is essential for any firm to note its strengths and weaknesses for it to be able to make strategic choices that help maintain the competitiveness of the firm. A firm must always capitalize on its strengths and also work out mechanisms that can help reduce the effects of its weaknesses. For instance, Barton engines have both the strengths and weaknesses that affect the operations of the firm. It will, therefore, be prudent for Ms. Payne to understand these strengths and weaknesses that will affect the performance of the firm. Understanding these concepts will be an integral part of the strategic positioning of the firm and help increase its competitiveness.

To start with, one of the major weaknesses of the Barton engines is the failure of the company to embrace technology, research, and development. From the memo to the father from the son, it is clear that the company’s engines have got no change in design since the company started its operations fifty years ago.   This is contrary to its competitors, Yamaha, and Yonda, who have always improved their engines as they improve the ones used on their motorcycles. It is evident from the memo that the Barton’s engines are slow to start and are also less efficient compared to those of the competitors.

Failure to be actively involved in innovation and development of new modern designs has greatly affected the competitiveness of the company. The memo asserts that most Americans prefer products from Japan since they believe that they are of high quality compared to locally assembled products.

Another weakness that faces Barton engines is a constant loss of market to its competitors. The company’s sales and marketing director Karl Karlsen have admitted that the company is losing a great deal of its middle sized and small consumers to the Japanese (Winkler, 2010). Although the director insists that they are losing the small and middle sized clients, the rate at which the company is losing grip on its market share, especially in the domestic market, is quite worrying. From the memo, Little Bill tells the big Bill that the company market share has reduced to 33% for consumer market while the industrial market has also slipped to 19%.

The little son is concerned that the decline represents 70% of the total sales of the company (Pretorius, 2009). In response to the memo, the father seems to agree with the son that the Japanese companies have made good progress in the American market. The continuous decline in the company’s market share is a major weakness that Ms.Payne must address with immediate effect.

Another weakness that Barton Engines must deal with is an increasing wage burden that is continuing to affect the firm’s profitability.  From the firm’s financial statements, Projections for 2002, the wages have shown are worrying and a clear indication that the firm has a huge wage burden (Rosenberger, 2005).  For instance, the cost of factory labor is almost double the cost of factory materials. In the manufacture of the 10 horsepower engines, the cost of material is $12 while that of labor is $24. In the case of 5 horsepower engines, the cost of labor is $17 while that of the factory materials is $11.

From the father’s response to the son’s memo, it is clear that the father has for a long time been concerned with the welfare of the employees rather than the effectiveness and productivity of the firm. He says that he knows them by their names and also sends them Christmas cards. Although this is good for the employees’ motivation, Jayne should ensure that the firm has the right number of employees to ensure that the wage burden is not too much for the company to sustain.

This is a clear indication that the firm has a heavy wage burden and has had a significant impact on the overall performance of the firm.  Besides the wage burden, the company has also suffered immensely from increased overhead expenses. The selling and administrative expenses are too much and have contributed to the increasing financial woes at the company. On the same note, the firm is also faced with legal challenges especially regarding the suit filed by Mr. Alavarez, who claims to have been passed over simply due to his skin color.

It is evident that the company has some ethical issues that are likely to affect the performance of the firm (Finkelstein, Hambrick, & Cannella, 2009). Ms. Jayne will, therefore, be required to be proactive in dealing with the ethical issues. It is also imperative to point out that the firm is also facing management crisis.

The death of the Big Bill and the Little Bill has left the firm in an awkward managerial position. Although Mary Alice acknowledges knowing everything about the company, there is still a large information gap resulting from the deaths of the two senior people in the firm (Winkler, 2010). The introduction of the inexperienced, Ms. Jayne at the helm of the leadership of the company is a great challenge since she has never been in a managerial position before. The quarrels with fellow staff such as ‘’Bull’’ is another administrative weakness that Jayne must seek to address. Nevertheless, despite her inexperience in managerial roles, Jayne can easily adapt to her new role with the help of other senior members of the firm. The former administrative assistant should also be of great help in the management of the affairs of the firm.

Despite the numerous weaknesses facing the firm, Barton engines have some strengths that it can boast of. For instance, the company has a strong market presence as compared to its competitors. For instance, from the memo, the company enjoyed 37% of the market share while those of the Japanese company were 6% in 1985 for the 5 horsepower lawnmowers and snow blowers. On the same note, the company’s market share for the 10 horsepower was 21% while that of the Japanese companies was 2% and the rest of the manufacturers share the rest.

There is a clear indication that the firm has strong presence explained by the large market share that the firm enjoys about the competitors (Winkler, 2010). It is, therefore, prudent that Jayne should capitalize on this market share and ensure that it will only expand, and no more market will be lost to the Japanese manufacturers. A sizeable market share will be instrumental for the company’s growth objectives and competitiveness in the industry.

On the same note, the company has the ability to attract large and reliable customer base. According to the memo, even if the company is losing a great share of its market to the Japanese, it has not lost its key customers such as Mulch & Co. which has 164 licensed dealers.  This has lead to improved reputation and reliability of the firm. The huge customer base is essential for the growth and sustainability of the business (Finkelstein, Hambrick, & Cannella, 2009).

The reliance of such huge clients on the company’s product is also the strength of the company. This shows that the company’s production capacity is reliable and can meet the market demands. It is also worth to note that the company has also made increased sales as a result of the customized engine business.

The customized engine business is another essential strength that Jayne should capitalize on to enhance the performance of the firm. From the memo, the customized engine business was the only department in the company where profits took off.

Although the company’s finance regarding profit is not very good, the company can also boast of some improvements in its finances. For instance, from the liquidity and the leverage ratios, it is evident that the firm can easily meet it’s short-term and long-term financial obligations as they fall due. This is a major strength which Jayne can capitalize and borrow funds to help in research and development of engine designs (Pretorius, 2009).

The finances acquired can play a big role in dealing with other challenges such as diminishing market share and the ineffective and less efficient Barton’s engines. On this note, it is prudent to point out that Jayne can utilize her experience in the banking and financial sector to improve the company’s financial position. She also has a lot of experience in matters of finance as she has been the company’s Chief Financial Officer for a long time and should combine all these skills for the betterment of Barton Engines.   The experience will help her to make the company more viable and have a sound financial management structure.

The analysis of both the strengths and weaknesses affecting the firm offers Jayne an insight on how to improve the performance of the firm and achieve greater success (Winkler, 2010). For instance, the issue of diminishing market share requires intensive marketing and promotional activities. Jayne should, therefore, restructure the marketing department of the firm to ensure that they meet the clients’ expectations.

Intensive promotion activities, especially at home, will be necessary to ensure that the firm captures the previously lost market. The marketing activities will sensitize the population on the need to purchase home made products rather than exports.

In conclusion, Jayne has what it takes and stand at a better position to improve the company and make it more profitable. With a good marketing approach and continuous evaluation of the entire operation strategy of the company, it is apparent that much will be realized out of her effort in consultation with other members of the senior management team who must be ready to work as a team and at the same time make firm decisions that will ensure the company is professional managed.

 

References

Finkelstein, S., Hambrick, D., & Cannella, A. (2009). Strategic leadership. New York: Oxford University Press.

Pretorius, M. (2009). Leadership liabilities of newly appointed managers: arrive prepared. Strategy & Leadership, 37(4), 37-42. http://dx.doi.org/10.1108/10878570910971629

Rosenberger, W. (2005). How to cope with crisis: A guide for entrepreneurs and executive managers. Performance Improvement, 44(6), 44-46. http://dx.doi.org/10.1002/pfi.4140440610

Winkler, I. (2010). Contemporary leadership theories. Heidelberg: Physica-Verlag.

 

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