...New Direction for Chattanooga Ice Cream Clint A. Stockton Jack Welch Management Institute Dr. Denis Tocci JWMI 510 11/16/2013 Chattanooga Ice Cream Case The Chattanooga Ice Cream case shows a decline in sales for 5 consecutive years. The Division is headed by Charles Moore. Although Charles Moore was successful in leading teams he seemed to have major issues with this team of vice presidents. According to the Harvard Business Review Chattanooga Ice Cream Case the team was very dysfunctional; they exhibited a lack of trust, high in conflict, disrespectful of each other and exhibited avoidance issues with accountability. Team members seemed to always lay blame to other member. Moore needs to be more assertive in dismissing the ways of the past and the loss of Stay & Shop business needs to be put aside. Moore needs to give clear direction and assign responsibilities to each team member. Moore needs to convey that team cohesiveness is a must and this will go a long way to help ensure no further loss of business. This paper will examine how Moore’s leadership approach contributed to the teams’ dysfunction, discuss what the group of employees themselves could do to better understand the perspectives of each other and their boss as well as make recommendations about Moore should do now to help his team work together and manage conflicts more effectively. Charlie’s Leadership Style In assessing where Charlie Moore goes wrong, it’s important to look at his...
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...The Chattanooga Ice Cream Division In the beginning of the case one thing is immediately clear; changes will have to be made. The loss of one of their biggest clients might result in big problems for the company. Although it is clear there is no possibility that Stay & Shop will get back to Chattanooga in the next 2 year, they do have 90 days until Stay & Shop will be gone as a customer. In this small period of time significant changes will have to be made to recover the losses suffered from the loss of this client. In addition, possibilities to make significant changes to the product, the manufacturing process, marketing etc. will have to be discovered as well to make sure not more big clients will leave Chattanooga. The case makes clear that Chattanooga offers a significant smaller assortment of ice-cream and is not participating in the trend in mixed-in ice-cream, sorbets, yoghurt ice-cream etc. In order to become competitive again, these option should be taken into consideration. Department heads proposed several ideas, which will be briefly discussed. In the case several ideas are proposed from several department heads. One proposes that we should only replace the volume which was lost from Stay & Shop leaving. This idea does not work since this will not solve any problems which in the future may arise since it does not solve the problem why Stay & Shop leaved in the first place. The second idea is to cut expenses with the same amount than the lost...
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...The Downfall of Chattanooga Ice Cream 1 The Downfall of Chattanooga Ice Cream Amber Parker Jack Welch Management Institute Prof. Ardith Bowman JWI510007 5/12/2014 The Downfall of Chattanooga Ice Cream 2 Abstract In this paper I will do an analysis on what I think cause the downfall of Chattanooga Ice Cream. I will also give and observation of the Chattanooga Ice Cream Division and how lack of respect and communication caused them to lose one of their biggest clients. I assay Charlie Moore’s leadership style. I will see how things could have been handled differently, if they would have applied teamwork and good leadership to the equation. The Downfall of Chattanooga Ice Cream 3 Introduction Chattanooga Ice Cream, Inc. was a division of Chattanooga Food Corporation, which was founded in 1936. The Ice Cream Division of Chattanooga Foods was one of the largest regional ice cream manufacturers in the United States, (Sloane, The Chattanooga Ice Cream Division, HBR, p.2). Following the loss of Stay & Shop one of their largest customer, Charlie Moore the division’s president and general manager, and his executive management had several meetings to discuss the future of the division and their product. Moore was responsible for the outcome of the company’s future, and dealing with the conflicting attitudes and opinions of the members of his team. It was his responsibility to make sure everyone...
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...Chattanooga Case Analysis Nicholas Trudics Jack Welch Management Institute Dr. Barrett JWI 510 5/19/2013 Executive Summary The Chattanooga Ice Cream Division Case highlights Charles Moore, the head of said division and his responsibility to his company and his team. The following discusses the dynamic and dysfunction of a senior leadership team, and the contribution of both the individuals and their leader to that dysfunction. Also discussed is the management style of Charles Moore as well as recommendations for the future of this team. Introduction Chattanooga Ice Cream, Inc. was a subsidiary of Chattanooga Food Corporation, founded in 1936. The Ice Cream Division of Chattanooga Foods was one of the largest regional ice cream manufacturers in the United States. (Sloane, 2003) Following the loss of it’s third largest customer, the division’s president and general manager, Charlie Moore and his executive management team met several times to discuss the future of the division. Moore was responsible for not only making a very significant decision about the company’s future, but also the conflicting attitudes and opinions of the members of his team. Team Dynamic and Dysfunction There were quite a number of reasons why the Senior Management team at the Chattanooga ice cream division was dysfunctional. Firstly, the team was not formed under...
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...Team Project: Chattanooga Ice Cream Division Case Analysis Now’s your chance to apply to a complex business situation everything you’ve learned from the teamwork model in The Five Dysfunctions of a Team, as well as what you’ve learned so far in the lectures, videos, and readings. Using the team discussion boards, you will complete a written analysis of the Chattanooga Ice Cream Division case study. Each team will submit one case analysis explaining: * Where Charlie Moore has gone wrong as a leader, specifically in terms of team management and decision-making; * What this group of employees themselves could do to better understand the perspectives of each other and their boss; and * What Moore should do now to help his team work together and resolve conflicts more effectively? The case analysis should incorporate concepts and examples from the lectures, readings, videos, and other course materials and should be at least four pages in length. Please cite all sources and references in APA format. The team discussion boards are structured as follows: * Team Introduction Thread: Collaborate under the “Team Introduction” discussion thread to complete the team charter and have the team leader submit it to the “Team Charter” folder by day 7 of Module 2. * Planning Phase Thread: Use the “Planning Phase” thread to outline your team’s case analysis. The team leader needs to post the final outline to the team discussion board by day 7 of Module...
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...Jack would identify multiple reasons why the Chattanooga team is dysfunctional. They are currently not demonstrating many of the foundational principles Jack believes make a winning team: outlining a clear mission and values, practicing candor, differentiating your organization and voice and dignity (Welch & Welch, 2005). In addition, it appears their leader is not practicing any of Jack’s eight rules of leadership nor demonstrating the 4E’s and 1P needed in order to “lead more and manage less”(Welch & Welch, 2005). Mission and Values I’m picturing Jack seated at a table in a conference room asking the Chattanooga management team “I know you’re named after the city of Chattanooga and you make ice cream, but who are you as a company? Where are you going? What are you trying to accomplish!” Jack would immediately state that Chattanooga Ice Cream (CIC) is having an identity crisis. They have no clear direction and that starts from the top. CIC can’t be everything to everyone. They can’t be known for supplying mid-price ice cream products by the market and all of a sudden want to compete with Ben & Jerry’s and Haagen-Dazs. Without a clear mission the Chattanooga team is running around in circles – just like in their meetings. They don’t know where their attention should be with no guiding force - a good mission statement. They are directionless and therefore picking at straws in terms of making a decision to address their upcoming 25% reduction in revenue. Candor Jack would...
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...Chattanooga Ice Cream Inc. (CIC) is the smallest of the three divisions of the Chattanooga Food Corporation. The Ice Cream Division has experienced declining sales and profitability for four consecutive years and in 1996 lost their third largest customer. The CIC leadership team led by Charles Moore needs to offset the losses and turn the division around to profitability however the dysfunctional management team could not agree on a plan. This paper will examine the dysfunctions of the management team and how Charles Moore’s Leadership contributed to the dysfunctions. The paper will recommend solutions that Charles and the management team could perform to resolve their conflicts build trust and define short term as well as long term goals that will build a strong team and return the company to profitability. Chattanooga Ice Cream Inc. (CIC) is a producer of mid-priced basic ice cream products (5 main flavors) and a completely owned subsidiary of Chattanooga Food Corporation. The CIC division president and general manager is Charlie Moore and has held this position since his promotion in 1993, see Figure 1 for the organizational chart. CIC is one of the largest regional manufacturers of ice cream with most of their sales to supermarkets and food chains. The Chattanooga Food Corporation (CFC) is a family-controlled enterprise that was founded in 1936 by Charlie Moore’s grandfather. CFC consists of three divisions of which the Ice Cream Division is the smallest of the three...
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...Chattanooga Ice Cream Division Case Study Team Members and Contact Information: Name Preferred Email Phone Number Time Zone Team Values Commitment Productiveness Respect for all team members Support Be Proactive Trust Team Expectations * Commitment: Attend all meetings. In case of an emergency notify team promptly. * Complete all assignments, by assigned date. If this cannot be completed, please notify the team leader. * Respect: For each other’s opinions and individual style * Proactively: Clear and effective communication on the front end will limit confusion on the back end * Productivity: Complete all assignments on or before assigned date. Be realistic and aware if you get behind and notify the team leader. * Support: Be there for each other and help each other. We will succeed only as a team. * Trust: Be open. Be honest. Be candid. Be accountable. Team Assessment (Strengths / Weaknesses): y: DiSC (ID Influencer and Dominant) and TKI (Collaborating, Competing) (Thomas-Kilmann, 1974,2002,2007) * Strength – My strength is the ability to dissect and analyze critical KPI’s. My other strength is my ability to motivate other through collaborative team work and able to drive results. * Weakness – Through my dominant side I can come off as too pushy. Sometimes I’m not a great listener because of the fact that I have my blinders on. My dominant side has exceled me to achieve my accomplishments however it can be...
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...Chattanooga Case Study Jack Welch Management Institute Dr. Tocci JWMI 510: Leadership in the 21st Century 11/16/2014 Executive Summary The Chattanooga Ice Cream Division (CIC), one of the largest regional manufacturers of ice cream in the U.S., currently faced a major dilemma that could potentially impact the viability of the long-standing company. The division’s President and General Manager, Charles Moore, just received news from their third largest customer that they were switching to another competitor brand and therefore terminating their contract with CIC for at least two years. The customer revealed that their decision was based on variety of factors, but it was no secret that CIC had fallen behind their competition. Ice Cream consumption in general was on a steady decline and CIC found itself to be a dinosaur of brands amongst new premium and super premium brands who manufactured innovative mix-in flavored ice cream varieties, and healthier frozen yogurt options. CIC, with its production of mid-priced, basic ice cream flavors was losing its popularity. Moore calls an emergency meeting with his department leads. With just 90 days until the loss of their major client, Moore seeks the input and expertise of his top executives. To his dismay, this fragmented group of individuals engages in public conflict during the meeting and no census is reached on how the company will counter-act the loss of revenue of their third largest client. With little time to lose, Moore has...
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...Chattanooga Ice Cream Introduction Chattanooga Ice Cream Inc. (CIC) is a producer of mid-priced basic ice cream products (5 main flavors) and a completely owned subsidiary of Chattanooga Food Corporation. The CIC division president and general manager is Charlie Moore and has held this position since his promotion in 1993, see Figure 1 for the organizational chart. CIC is one of the largest regional manufacturers of ice cream with most of their sales to supermarkets and food chains. The Chattanooga Food Corporation (CFC) is a family-controlled enterprise that was founded in 1936 by Charlie Moore’s grandfather. CFC consists of three divisions of which the Ice Cream Division is the smallest of the three, with revenues of $150 million USD per year. Chattanooga Food Corporation as a whole was performing well; the Ice Cream Division had experienced declining sales and profitability for four consecutive years. CIC revenue dropped from $185 million to $150 million and in 1996, lost their third largest customer Stay & Shop (switched to Sealtest brand) with revenues of 6.5 million. This latest loss will more than likely force a 5th straight year of lower revenues and profitability. Across this same period of time, the net profit decreased from approximately $6.75 million to $3.85 million. The causes of the decreases where in part to a reduction in the U.S per capita consumption of ice cream as well the increased competition from premium brands like Sealtest, Breyers and Dreyers and...
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... tukmaria/basil seeds) 2 cup vanilla ice-cream Ice cube as required ½ cup sugar 1 cup water 2 cup milk powder Few drops essence 1 cup boiled noodles 2 table-spoons Mawoa ½ cup boiled sabudana 2-table-spoons china grass ½ tea-spoon rosewater (golapjol) Fruit syrup as required 2-table-spoons sliced cashew nuts (pestabadam kuchi) Strawberry and vanilla flavor jello (crushed coarsely) 2 cups apple, banana, grave (cut in small pieces) Method of Preparation (How to Cook): 01. Mix the water, milk powder and sugar in a pot or pen together, then cook for few minutes. When it’s enough boiled, remove from heat and keeps into refrigerator for cold. 02. Now boil the noodles, then wash noodles with water and pinch water finely, then add table-spoons sugar with noodles and mix together finely. If want you can add few drops essence for color the noodles, and then keeps noodles into refrigerator for cold. 03. Now mix the china grass with 2 cups water in a pot and boil until mix well it with water, then add the jello powder and mix finely and transfer the mixture in a tray and wait for cold. 04. When its enough cold and hard, cut like cube pieces. Like above you need to make three different flavors jello cube. 05. Now make Falooda in a wineglass or mug – first place the noodles into ball, then place sagudana, jello cube, fruites, boiled milk (cold), jello cube (again), mawoa and ice cube one after one. Then place the ice-cream scoop on top and again add jello cube...
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...evaluated the ice cream industry from a Porter’s Five Forces perspective to determine the attractiveness of the market. Next, we observed Amy’s Ice Creams’ strategy through interviews and class concepts to see how Amy’s competes. Then, we assessed the strengths and weaknesses of the company’s strategy to offer recommendations for Amy’s Ice Creams going forward. Production and Sales The biggest activities in the ice cream industry consist of production and sales. In 2011, U.S. manufacturers produced 1.53 billion gallons of ice cream, a 6.5 percent increase from 2009. In addition, U.S. ice cream sellers sold 25.4 billion servings of ice cream and other frozen desserts. This represents a 2.4 percent increase from the previous year, a slight increase after two year of stagnant sales (New Hope 360). There are two channels for ice cream sales. The first channel is food service where customers visit an ice cream parlor and pay a premium for the product. The second channel is retail where customers purchase their favorite brand of ice cream from a retail chain like Wal-Mart. Food services constitute a larger portion of the two channels accounting for 57 percent of overall ice cream sales (New Hope 360). Products The products in the ice cream industry include premium ice creams and novelties. Premium ice creams include sorbet, sherbet, and fruity flavored ice products packaged by the pint or quart. Novelties are separately packaged ice cream products like ice cream sandwiches...
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...I. Challenges o After finding a partner who is willing to invest and become a partner in his business, Terry Smith is having difficulty in deciding whether he should make a counter offer to the proposal that his partner Barney Harris has made, to look for a new partner, or to walk away from the deal altogether. After re-evaluating the partnership proposal, Smith realized the real question was not whether the deal was good enough but whether the proposal will help him reach his goals. II. External environment o This Ice Cream Shoppe would be located in the southern region of the country in Gainesville, Florida with a population of 91,000 excluding students of the local university which enrolls about 38,000 students. Economically, marketing research shows that Gainesville can potentially surpass the average sales of some areas since it will be located in a college town. With many competitors in the frozen dessert industry in the area, Beano’s have received several competitive advantages in the industry because there are no national competitors of superpremium desserts, no local competitors have a place for customers to sit outside, and no local competitor has a policy of “giving back to the community”. With $40,000 invested in equipment for a Beano’s franchise shop, current use of technology seems to be of importance. o 5ForceM: New entrants: Increased competitive pressures from new entrants such as Starbucks, Colombo, TCBY, and Swensen’s; and new product development...
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...machine, choose from one of the 96 available flavors and in forty seconds they have a 4.5 ounce carton of ice cream for a measly $3. This technically complex concept took 18 years to complete. With that long of a development process, a significant amount of start-up costs are likely. The major start-up cost categories that I foresee effecting MooBella in their 18 years of production are costs for the constant trial and error of new equipment. MooBella needed to hire a CAD platform to begin the process of building this machine. The company would also run into costs of employee wages who worked on this machine for 18 years. Lastly besides R&D expense, I feel that promotion and advertising weighed in as a significant factor of startup costs, but not until the end up their creation of their vending machine because of all the free samples they needed to give out to build a customer base. 2) Bruce Ginsberg created MooBella out of inspiration and excitement when he saw the idea the Turbo Dynamix had thought of. When Turbo Dynamix became MooBella, Bruce became the closer that transitioned this R&D project into a marketable project. (MooBella , 2010) Mr. Ginsberg was not involved and could not take credit for the idea of this vending machine, but he can take credit for how the machine became implemented. For nearly 30 years Bruce’s life was made up of ice-cream and how to make it profitable. The biggest non-monetary factor that induced Mr. Ginsberg to not only create...
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...Basic Essay Selling Ice Cream Introductory paragraph For many people, the summer months are a time for relaxed living and freedom from care. But as a softice-cream concessionaire on the Boardwalk in Atlantic City, I have never been able to share this attitude. I have, in fact, found that my job of selling ice cream during the summer can be a most trying and exasperating means of making a living. One must contend with government forms, the hired help, and most of all, the weather. Motivator Thesis statement mentioning three areas for discussion. Topic sentence The first big headache is the growing amount of forms and regulations with which the small businessman is swamped. There are census forms on materials consumed for the U.S. Agricultural Census Department, milk forms for the state labor board, sales tax forms, income tax forms, and dozens more. Every day seems to bring a new and more complicated form to contend with. One summer I recorded and paid a young lady of legal age an hour overtime pay, and I was harassed by a state investigator for permitting the employee to work one hour overtime, due to some silly state rule regarding female employees. Support by example Topic sentence Even more irritating than the government controls is the problem of securing efficient, dependable help. There are the incompetent ones who, even though taught how to use the cash register or to mix the ice cream, repeatedly make mistakes...
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