Birmingham Vending Company Incorporated: Challenges for New Management

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Introduction

Birmingham Vending Company Incorporated’s new owners are dissatisfied with the company’s fiscal performance and have hired a new leader to improve profitability (About us, 2011). Before being replaced, Bob Greenwood – Birmingham’s founding owner – led Birmingham with an innovative approach to gaming and video amusement machine design, eventually achieving 30 percent market share. Greenwood’s replacement – an accountant – recently interviewed the production and marketing managers in order to understand the company’s challenges but is unsure of how to improve the Birmingham’s fortunes. The new leader needs to reconsider Birmingham’s objectives and transform the company’s strategy to meet its corporate mission.

Business objectives and leadership

Business objectives can be organized into categories. Typically, businesses have owner/shareholder, market share, customer satisfaction, employee satisfaction, and environmental objectives (Reich & Benbasat, 1996). A company’s objectives can be summarized in a mission statement that conveys the firm’s overall purpose. For example, Dell Incorporated’s mission is “to empower countries, communities, customers, and people everywhere to use technology to realize their dreams” (About Dell, 2011). Transformational leadership focuses on organizational objectives (Stone, Russell, & Patterson, 2004).

Birmingham’s history: design, technology, and trend spotting

Birmingham was founded and operated by Bob Greenwood, an engineer fascinated with early mechanical gaming machines. Greenwood’s objectives included operating a full service business: he owned and oversaw product design, manufacturing, and service operations. Under Greenwood’s leadership, the company’s mission ...

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technology objectives. MIS Quarterly, 20, 58-61. Retrieved September 7, 2011, from

http://www.jstor/org/stable/249542

Stone, A.G., Russell, R.F., & Patterson, K. (2004). Transformational versus servant leadership:

A difference in leader focus. Leadership & Organization Development

Journal, 25, 349-361. Retrieved September 6, 2011, from

http://www.emeraldinsight.com/journals.htm?articlid=1410729&show=abstract

Slack, N., Chambers, S., Johnston, R., & Betts, A. (2006). Operations and process

management. Toronto: Prentice Hall.

Wanless, Tony. (2011, September). Creativity in tough times. BCBusiness (on line edition).

Retrieved September 8, 2011, from http://www.bcbusinessonline.ca/bcb/

bc-blogs/insider/2009/03/05/tough-times-breed-creativity

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