Please read the Study case before answering the questions , the assignment belongs to management course Due date on Feb. 06 2015management study caseManagement assignment
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Sandwich Blitz, Inc.
Sandwich Blitz, Inc. is a small growing specialty sandwich shop chain in a large
metropolitan area. The business is owned by Dalman Smith, who is the President and
Chief Executive Officer (CEO) and Lei Lee who is the Vice-President and Chief
Financial Officer (CFO). The company currently operates eight free-standing sandwich
and beverage shops located near three universities, one hospital, and four high-traffic
office complexes in the metropolitan area. The firm serves mostly upscale breakfast and
lunch customers and specializes in organically grown food ingredients and healthconscious beverages. Currently, the firm employs a staff accountant, eight unit
managers and forty employees. The corporate headquarters occupies rented space in
an office park which houses Dalman, Lei, and the corporate accountant, Jayin Chopra.
Each operating sandwich shop is staffed with a manager, a team supervisor, and four
customer associates. Revenues from 2011 operations were substantial with a ROI
(Return on Investment) of 30%.
Sandwich Blitz was the idea of Dalman Smith whose previous experience was in
middle management for a wholesale food distribution company headquartered in a large
European city. An ardent devotee of healthy food, Dalman received the inspiration for
Sandwich Blitz while visiting the Mediterranean area on corporate business. Dalman
noted the presence of healthy sandwich shops in that area of Europe and was surprised
on his return home that no such models were in operation in his local area. After
considering the idea for several weeks, Dalman approached his long-time friend Lei Lee,
a CPA working within the insurance industry with his idea. Lei considered the idea a
good one but was concerned with the overhead expenses involved in leasing and
developing retail commercial space in the expensive urban area. One day, while driving
to work, Dalman noticed a small, free-standing prefabricated building located on a piece
of land adjacent to a shopping center. Suddenly, he envisioned the Sandwich Blitz
model- small space, great location, negotiated low costs on small parcels of land
unsuitable for most commercial purposes and most of all, great healthy food! Dalman
couldnt wait to show Lei this model. Within three weeks, Sandwich Blitz, Inc. was born.
The sufficient start-up capital was evenly split between Dalman and Lei. Dalman was
able to obtain a loan using his house for collateral and his personal credit line for most of
his share. A gift from Dalmans father completed his share of the funding. Lei was able to
use her substantial personal savings to finance her share of the capital. The first lease of
land was signed and a prefabricated unit was ordered on July 21, 2004. Both Dalman
and Lei considered this date to be a good omen for the both of them Sandwich Blitz
opened its doors for business on October 15, 2004. Dalman, Lei, and two college
students were the first employees. Each signed the first currency note received during
that first day of operation. It is still proudly displayed in the corporate office.
The Sandwich Blitz operational model reflects both Dalman and Leis
management philosophy that allows each operating unit a great measure of autonomy.
This allows each location manager to make the day-to-day decisions dealing with their
unit budgets, employee matters, and customer service issues. Each location manager is
carefully chosen and given a compensation package which includes incentives based on
the performance of that location. Each location manager is presented with quarterly
budgets and is accountable for meeting these guidelines.
Each work team supervisor is responsible for ensuring good customer service by
making sure that all customer associates adhere to the Sandwich Blitz Motto which is
proudly displayed over each locations counter: Sandwich Blitz Where our quality,
freshness, and customers always come first.
Based on this motto, each customer associate is empowered to resolve any
customer-related complaint. This allows the customer associate to refund purchases,
replace food, and take other measures to satisfy the Sandwich Blitz customer. The
original location also serves as a training center for the company and Dalman is a
regular fixture at these training sessions. Food recipes and preparation techniques are of
particular concern to Dalman since he feels that a consistent product is critical to the
companys competitiveness. Dalman considers a few ingredients in their products to be
important enough to justify making them into private brands that are owned by Sandwich
Blitz to protect them from potential competitors.
Lately, Dalman has mostly been visiting the operating locations and dealing with
problems and issues that each manager requests help with while Lei has concentrated
on financial matters like budget preparation, leases, taxes, and overseeing the daily
accounting process. Both Dalman and Lei are pleased with Sandwich Blitzs past
performance but feel that they are each unable to devote their time and energy to
expand the business significantly. All of their time seems to be expended taking care of
these problems and issues within the existing operation.
Management Assignment I
The textbook for this course is
BATEMAN. (2013). M: Management, 3rd Edition.
Please read the PDF about Sandwich Blitz, Inc (Case Study). Then answer the followings
Scenario: Dalman and Lei have decided to meet a venture capital group in New York to
discuss the possibility of internal expansion of Sandwich Blitz, Inc., and to find out if
acceptable financing can be arranged. Dalman has always been the one who could voice the
Sandwich Blitz vision. He has usually been the visible voice for the company while Lei has
usually worked behind the scenes to handle financial matters. They are both worried in this
situation. Dalman is afraid that he lacks the financial background to satisfy these financiers.
Lei is afraid that she might not have the marketing skills needed to convince this group of
the unique capabilities of Sandwich Blitz.
Refer to your unit readings, particularly the section about leading and managing . Then
address the following questions.
In your judgment, what is Sandwich Blitz more in need of in this situation: a
manager or a leader?
What is the difference between the two?
How would you resolve this dilemma if you were Dalman or Lei?
(Minimum words 400 Words)
Scenario: At Sandwich Blitz, Lei noticed what appeared to be a discrepancy in the time
sheet of one of the customer associates. When she asked the unit manager about this, she
learned that the team supervisor had allowed the associate to report hours not actually
worked in this pay period, thus receiving pay for time not yet earned. After checking the
employee handbook, which had been in effect since she and Dalman were actively
managing the units, she discovered that this practice was not covered. She also realized
that many of the duties that employees were expected to do and be evaluated on were also
not clearly addressed in the employee handbook.
Control is any process that directs the activities of individuals toward the achievement
of organizational goals. Refer to the unit readings and answer the following:
In your best judgment, do you think that a control system needs to be developed to
address these issues?
What are the steps involved in setting up and implementing a control system?
Explain your answer by including your views and information from the assigned
chapter reading material on control systems.
(Minimum words 400 Words)
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