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Corwin Corp.

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Submitted By Bart15
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The facts reported in this case describe the events that caused the interruption of a mutial profitable collaboration between Corwin Corporation and Peters Company. The relationship terminated by the client (Peters Company) during the testing phase, due to the raising disagreement by the two groups on the basic procedures, along with lack of clear leadership and authority during the process by Corwin. The firm could count on clear and well tested protocols about new products that worked for many years and were completely neglected after the proposal by Peters. The project miserably failed due to lack of proper project management and correct execution through the different levels. Our analysis can focus on the wrong approach by Corwin and Peters in terms of managerial support, project selection, communication issues, identification of the proper timeline and costs analysis. In this way is possible to identify the main reasons of failure, to be able to address the issues and avoid future repetition.
The personnel assigned to put together a proposal in only two days, was not qualified and veteran enough to be able to correctly respond to Peters. This should have never happened in absence of the main figures, especially in a time where electronic modern communications tools were not used. For instance, without the President and the VP of Manufacturing, part of the decisions was to be taken by the VP of Engineering, who did not have an important decision authority on a normal base, lacking the necessary experience and confidence. It appears to be evident that Corwin could not frame the real complex features of the project proposed and correctly judge whether the opportunity was worth to be taken into consideration or not. The VP of marketing accepted the project right before going on vacations and delegated further moves to the VP of R&D, with limited experience. He

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