Case Study Group Peer Evaluation (Master View Replacements)

Master View Replacements

640 Hutchinson Lane

Carrollton, Texas 75010

(972) 456-7890

Info@mvr.com

June 23, 2021

Dear Ms. Richardson, 

The aim of this report is to investigate the challenges of MVRs financial crisis, its future contract with Bussellton, and potential questions and solutions brought to the case if the deal goes off.  In addition, this report aims to communicate any problems that will potentially arise with NewCap Partners Inc. our parent company.

The purpose of this report is to address you on the issues that have been going on at Master View Replacements. You’re well aware of MVRs financial crisis and the $9 million deal the company is trying to sign with Busselton. As you know, signing the deal will bring hundreds of jobs to the city. We’re only two days away from signing the contract; however, due to recent information such as cutbacks, bounced checks, and vendors threatening to sue the company unless we pay them that were released to the press by one of our employees, Ron Browne, and Rita Lopez-Shah’s lack of not returning Reporter’s Mclachlan calls, MVR is worried about the future of the company, the potential deal and the consequences that will result from losing the contract.

To better address the crisis, the following report has been put in place. It provides information about the management structure, potential questions and answers, key responsibilities of MVR and  is comprised of :

· Project Manager: Erika Bennett

· MVR President Rita Lopez-Shah: Passionate, dedicated her whole life to developing the product which will improve the city’s infrastructure: Carine

· Mayor of other city (from group of five) George Forbrush: Needs the tax revenue and jobs more than Busselton: Chris

MVR President Rita Lopez-Shah:

I. Why did you choose this role?

Based on my previous leadership experience, I know I enjoy all the benefits of being a leader, and one of the reasons I’ve decided to choose this role is because as a leader, I am always looking for new ways to empower the people I am working with. I enjoy guiding my constituents through their career journey and being someone, they can go to for support and advice. In addition, this position will give me enough advantages in handling and solving the situation adequately. Finally, when it comes to the company's reputation, I know exactly what to do, the steps to take and even the people to talk to in order to solve the issue at hand.

II. Rita Lopez role as the President of MVR

As the president of MVR, my job is to:

·  Formulate organizational policies to enforce the firm’s vision and meet its goals

· Appoint other top executives, departmental managers and supervisors

·  Motivate employees through incentive and recognition programs

·  Direct the firm’s functions and meetings

·  Formulate the company's budget to accomplish short- and long-term financial goals

· Review sales statistics, financial statements that show profit and loss

· Overseas production reports to ensure financial success of the organization

· Look into areas to cut operational costs and save the firm money

III.  Questions

· What do you think your unresponsiveness could cost to the company and do you have any backup plans to fix that?

· What do you see as the fate of MVR if the city of Busselton doesn’t vote to use MVR for this project?

· What can you do to make sure that the deal goes as planned?

Answer 1

My unresponsiveness could cost the company to lose its contract with Busselton. In addition, many people including me could lose their jobs. Even though I wasn’t prepared for such a thing to happen, every company has a backup plan in times of crisis. So yes, I do have a back up plan to make certain that Busselton doesn’t cancel our contract or in the worst case, do anything possible in order to rebuild the company’s image. 

Although it will be challenging to wake up from this nightmare in case we lose the contract, the back up plan will be to develop a guiding strategy that will add value to MVR. Some of these strategies will include developing strong human and expertise approaches. 

As MVRs President, I feel like assessing the damages we’ve already made by conducting a thoughtful and thorough perception sweep of MVR reputation 's after-effects will give us a better idea on how to deal with this type of issue in the future. After that, we’ll need to explore all other possible options by creating, testing, and designing the implementation of a short and a long-term strategy. Depending on the goals, they will need to be clear and achievable. I feel like setting up realistic goals that the company can actually meet will keep us from making commitments we can't meet, and making people angry (like in the case of those vendors and Browne). By redefining the organization’s culture and approach, we will be able to regain the credibility we once had, give employees the unique ability to determine the organizations’ allocation of resources and optimal direction, and win our customers and investors back.

Answer 2

In case Busselton doesn’t vote to use MVR for this project, the company could lose everything it has invested in the project but also its reputation and credibility. As MVRs President, I might lose all the money I invested in the contract. In addition, what saddens me the most is that many employees could lose their jobs, the company could go bankrupt, and we might lose everything. 

Answer 3

Copies of bounced checks and emails from angry vendors have already been exposed. Everyone is looking at what will happen next. Although this might tarnish the company’s image, as the president of MVR, I decide to take things on hand and fix it. First, I need to take care of those angry vendors, find a solution to pay them or persuade them not to take further actions until the contract is signed and we start making revenues. Then, they will get paid with interest. Second, I will schedule a press release with the reporter, talk to him/her about the challenges the company has been facing, the reasons why some vendors never received their money, why we had to cut back some employees. I feel like being open and talking about the challenges the company is facing, apologizing to former and current employees, vendors, ect. might actually help us be seen with a good eye among the public. Then, explain to the reporter what a great opportunity MVR received from Busselton, how this could actually work and help the company, its branches and so many other people including employees.

Mayor of other city (from group of five) George Forbrush: 

I. Why did you Choose this Role?

As a former county supervisor of a rural county I can relate to a mayor's position. As a county we were many times both competing and cooperating with our neighboring municipalities. The questions come from what I imagine would occur if I were in a similar position. Local governments are always trying to find new and more funding to help their communities. Unfortunately, from a mayor’s viewpoint, it is hard to raise taxes many times needing a two thirds majority to pass a tax increase. So in order to bring in much needed funds cities and counties have competed with each other to bring in revenue through sales tax dollars. Things like car dealerships and high end shopping malls, which generate a lot of taxes, are fought over by neighboring communities. So in this scenario it would be plausible that the mayor would want to work cooperatively with its neighbors and also want to sink the leading city's efforts if it would benefit their city.

III.Questions:

· What would be the benefit of receiving this funding in your city rather than in Busselton?

· What can you do to help all five cities recover from this scandal?

· How were you or your city made aware of this scandal?

Solutions Mayor of other city (from group of five) George Forbrush: 

Answer 1

All of our regional cities from Busselton to our fair city of Wrightsville are in need of more economic opportunities. Here in Wrightsville, we have a workforce just recently laid off from the closure of several facilities that are trained and ready to go to work today. So we have both the need and the ability to fill that need with the right investment. If you look at Busselton they don’t have the trained workforce and with their wealthy retired citizens they don’t really need this project.

Answer 2

Busselton must first admit they have made some mistakes. Secondly, they need to replace their staff and administrators who are responsible for these errors. Thirdly, they need to reach out to all the major stakeholders and partners to make sure there is still confidence in the city. We, as a neighbor, are still more than willing and indeed hopeful that this project will move forward.

Answer 3

I first heard of this situation at the same time that the general public was made aware. I have no prior knowledge nor any involvement with this problem. We were excited about Busselton signing the contract with MVR and we are still willing to work with MVR. However, if Busselton fails in their ability to move this project forward we at Wrightsville are willing to take over for Busselton. It is important for all of our regional cities to work together to solve the many issues we face. 

Conclusion:

The purpose of this report was to investigate the challenges of MVRs financial crisis, its contract with Bussellton, potential questions that might be asked by NewCap Partners Inc. and identify effective answers which may be used to successfully address those questions by MVR and New Cap. Based on the analysis conveyed and from our own perspectives, there isn’t any reason for Busselton to cancel the deal. As humans, we all make mistakes. However, being able to recognize those mistakes, admit them and learn from them will make us stand out and differentiate ourselves from others. However, because things happen, we just want to acknowledge that losing the contract will be a significant loss for MVR.

In an attempt to explain how MVR can restore its normal life after the incident, we’ve identified a couple of steps that will contribute to help the company. The first step is to develop a crisis communication plan that will conquer any challenges or future crises the company might face. The second step is the development of a service or product, which will help promote the brand and make sure that the connection plays an important role in updating the holders and conditions. While rebranding can be an ideal strategy, the management department must be careful when it comes to communicating the message and the technology used to spread the new brand. Newcap and MVR need to be aware that during the transition phase most disasters occur. Hopefully MVR and NewCap can complete this contract with minimal further crisis. 

Sincerely,

 Erika Bennett

 (Project Manager on behalf of All In team)

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