BGMT - Location and Candidate Selection Report

1/21/2019 Exercise 1 - BMGT 364 6387 Management and Organization Theory (2192)

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Exercise 1

Instruc�ons

BMGT 364 6387 Management and Organiza�on Theory (2192)

Week 2: Exercise 1

This is the first of three exercises that you will be comple�ng.

The exercises represents research and work that is required to complete the three projects.

When asked to do research, your will be using the Internet to assess different areas of planning. It is

important to not over think this work as the informa�on being researched is easily available and is not

complex. You will be specific in the responses provided and will not be using prepared work on the industry.

This is a cri�cal point as the exercise is about you doing the work and not someone else.

Scenarios:

1. Loca�on

In the 20th Century, many organiza�ons focused on goals, cost, and efficiency in produc�on to keep a

business profitable. In today’s business environment, for businesses to remain sustainable a compe��ve

advantage must be maintained either by price, new product ventures, loca�on, innova�on in the marketplace,

etc.

You will begin to put together the process of bringing a new product line into Biotech’s business model to

s�mulate growth in a new product sector, infant formula, while remaining true to the company’s current

Mission “To develop products that are safe, effective, affordable and natural with the customer’s health always their

primary goal.”

This new Infant Formula Division of Biotech will be located in a U.S. loca�on or overseas and the company

intends for it to be a leader in the use of sustainable products using the latest innova�ons for produc�on and

delivery to our global customers.

Consider this informa�on:

Recently, Geraldine Barney Garrett, the granddaughter of Wilford Barney who held the reins of the R&D department

for Biotech Health and Life Products in 1965, retired and Geraldine’s own granddaughter, Melanie Malone, took over

the department.  Melanie is quali�ed for the job. She was a Phi Beta Kappa graduate of the University of Maryland

College Park with a double major in Botany and Food Science.  She minored in Business Management.  She had worked

in the plant in Chicago every summer since High School and had reproduced and revised all her grandmother’s and

great-great grandmother’s recipes.  Starting full-time at 22 years of age Melanie got along with everyone in the

department but at 27 Geraldine thought she may be too young to assume the position, but Melanie has shown strong

managerial and leadership qualities since stepping into the role.  Melanie wants the company to be a leader in

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innovative ways to be a sustainable company using green technologies as well as friendly to the environment, animals,

and human health.

Maximillian Barney, the President, CEO and Wilford Barney’s grandchild, decided the challenge of deciding on a

location for the new Infant Formula Division as well as the search for a Division Director would fall on Melanie.  Since

Melanie is passionate about keeping business focused on all-natural products and developing ecofriendly packaging,

Max felt she would ensure the company would bring in someone who would seek innovative, green, and sustainable

ways to bring Biotech into this new venture effectively, while also ensuring the products are designed, developed,

tested and delivered with the organizations Vision and Mission in mind. 

Melanie has contracted a small minority owned consulting �rm, Expert Foods Consultants, to conduct research on the

best location for the new plant that meets Biotech’s expectations.  The consultancy �rm is also able to launch the new

products per Melanie’s mandates for green sustainability and innovation.  A group has been assembled within the �rm

to decide on a location for the plant.  Melanie has narrowed her preferences down to Ohio, United States, Malaysia,

and China and wants the �rm to present the best option to her.

2. Candidate

In week 1 the ques�on, “Who is a manager and what is their job in an organiza�on?” was asked. As Biotech

launches a new product division to design, develop and deliver infant formula globally, the company will need

to bring in someone to manage this division. The desire from Melanie Malone, the head of R&D who has

been tasked with iden�fying the person to lead this new division, is that the new Execu�ve Director for the

Infant Formula Division will be open to new innova�ve ways to develop green and sustainable products that

will not only be popular among the tradi�onal Biotech customer base, but will also be the face of the

organiza�on when marke�ng the products. Partnering with the small consul�ng firm, Expert Foods, Melanie

will be ve�ng three poten�al candidates who will jump right in and begin the development of management

plans that will be used to establish the new division. A senior representa�ve from the firm was on the panel

for the interview, and the transcripts of the interview have been given to the Expert Foods team that is

helping Melanie with her tasking. The new Execu�ve Director will be a Manager of the 21st Century who will

be able to incorporate the values, culture and tradi�ons of Biotech with the values and tradi�ons of the host

na�on employees that will be hired as managers and employees.

In addi�on, the Execu�ve Director will be the face of the marke�ng brand in the beginning and this new

employee will need to be able to mo�vate not only the employee base on these new products but also

mo�vate a new customer base for Biotech on the ‘difference’ Biotech will bring to the infant formula

industry. Currently, the infant formula industry has a lot of well established companies, and a strong entry

will be key to grab market share. Innova�ve and well made products, good marke�ng, and a clear strategy

will be cri�cal to the strong entry, so bringing in a strong director will be key.

Candidates

Sloan Jessie

Sloan has been working as the Deputy Executive Director of the European Division for the last year mainly focused on

helping the Protein and Fitness branch become more environmentally and human friendly.  Sloan currently holds a BS

in Chemical Engineering from State College and her MBA from UMUC.  Prior to her current position with Biotech Sloan

was a production manager for the New Mexico facility for eleven years and was regarded highly within the employee

ranks as a fair manager who was inclusive in her decision making.  This allowed her to keep her employees involved in

the daily operations of the plant and helped foster a cohesive workforce.  On her resume she discusses her research in

organic ingredients becoming a major reason for the ascension of Biotech in Europe’s list of environmental and human

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friendly companies.  Prior to joining Biotech twelve years ago Sloan spent one year as an intern for a small non-pro�t

company researching the long-term effects of soy based and animal based products imported from Asia. During her

initial screening, Sloan admitted she currently does not have any marketing experience to help be the face of the new

product, but has a strong desire to work on those skills and believes she has the managerial and leadership qualities to

guide the team to success regardless.  Sloan stated in her cover letter that though she only has twelve years of

experience she would be a great �t for this executive position not just due to her familiarity of Biotech; their core

values; understanding of their mission and vision; but also her desire to see Biotech become a leader in sustainable

production with a focus on being environmentally and human friendly.  Her degree in chemical engineering paired with

the desire stated previously, would also allow her to focus on �nding ways for Biotech to become the leader in quality,

clean infant formula products.

Maddie Cooper

Maddie has spent the past 25 years working or Little Ones Formula, a mid-sized infant formula company currently

operating out of New Jersey, which recently was bought out by a large health food company looking to expand to

formula. The past 2 years Maddie was serving as the Vice President of Operations and Marketing where, according to

her statements in the interview, she was instrumental in helping Little Ones gain a 12% increase year over year in

market share.  Before being named as a VP for Little Ones, Maddie worked for 10 years as a Regional Director for Asia

responsible for importing ingredients from Singapore. During her run as a Regional Director she was responsible to

make visits to the production plants in Malaysia and China to ensure compliance to company, federal, and local safety

and production regulations. She credited her success in that role due to her strict management style of ensuring she

was able to be a part of each plants decision making regardless of how small the issue.  She did this thru modern

communication channels that allow personnel to work remotely from anywhere in the world. The previous 13 years

with the company were spent rising up the ladder starting with the company in the production line at the New Jersey

plant where the company got its start.  During her interview Maddie stated that Biotech should consider getting into

the infant formula industry with less focus on sustainability and green initiatives as it can be a dif�cult industry for

new entrants and just make quality products with animal and soy based milk.  Once established the company could

begin to move to being more environmentally and human friendly as well as introducing products like non-GMO

formulas and others.  She stated she is an ‘old school’ manager who was able to have success in Asia due to her ‘hands

on’ approach.  Maddie stated in her cover letter that she is an experienced executive with a track record of success.

Bentley Hughes

Bentley is the current owner, along with his wife Pam, of Hughes Infant Supplies, focusing on organic infant products,

with over $400M in sales annually.  Biotech recently agreed to purchase the company and Bentley is to receive a

position within the organization as part of the purchase agreement; his wife Pam will take over as Director of

Operations for the Biotech’s Personal Health operations.  Max has asked Melanie to vet Bentley carefully to see if

maybe this position would be a good �t for his executive level management and leadership skills.  Max also believes

that since ‘Bentley can run his own company he should be able to run a new division’.  The purchase of the company by

Biotech has a stipulation that Bentley must be provided with a ‘high level’ position within the organization.  Seventeen

years ago, prior to starting his company, Bentley was an of�cer in the US Navy working in logistics, and his wife worked

for a local pharmaceutical company.  During Melanie’s conversations with Bentley, he admitted that he handled the

operations and �nancial side of the company for many of its initial years and Pam led the marketing campaigns that

helped the company grow exponentially for the �rst few years, and then allowed them to maintain steady growth after

that.  However, he believes that since he has been leading Hughes through its growth that he could easily manage

Biotech into a new venture.  Bentley spent 10 years in Japan as a Logistics Of�cer with the Navy, which is where he

met his wife who was a Japanese citizen at the time.  Bentley believes he has the cultural awareness to be successful in

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Asia or the U.S., and since he is guaranteed a position with the company, he feels this would be the perfect �t and the

remaining interview process for this position should be merely a formality. 

Exercise Instruc�ons:

For this exercise, you will act as the group lead from Expert Foods Consultants, assigned to Biotech’s. You

are preparing your research and pu�ng together a document with your ra�onale for the selec�on of the

loca�on and best candidate. Make sure the document clearly provides a heading for the Best Loca�on and

the Best Candidate.

Due Date: Week 2 - Saturday 11:59 p.m. eastern �me.

Best Loca�on

Determine the best loca�on for Biotech’s new manufacturing and distribu�on plant.

Possible loca�ons: Ohio, United States, Malaysia, or China.

1. You will research the three loca�ons to assess the following. In comple�ng the research, you will draw

from various source documents that provide you specific informa�on about the country. You will also use a

wide array of course material. What this means is that external sources are related to the informa�on about

the country and the internal material is used to support your reasoning.

The cost to acquire real estate;

Sustainable/green products;

Access to affordable but knowledgeable labor;

Ease of distribu�on of manufacturing products to the plant;

Ease of distribu�on of products to customers;

Access to innova�ve employees that can create a new product line to gain market share from day one

Other relevant informa�on to determine the best loca�on for the manufacturing/distribu�on plant.

2. Compare and contrast the differences between the three loca�ons;

3. Make a determina�on of the best loca�on suppor�ng your reasoning using both the research and the

course material. Students must use the course material to support the reasoning.

Best Candidate

Determine which candidate Expert Foods Consultants should recommend to Melanie Malone with Biotech.

In comple�ng the research, you will draw from various source documents that provide you specific

informa�on about the country. You will also use a wide array of course material. What this means is that

external sources are related to the informa�on about the country and the internal material is used to support

your reasoning.

Candidates:

Sloan Jessie

Maddie Cooper

Bentley Hughes

1. You will evaluate each of the three candidates considering each candidate’s full body of experience and

how their experience aligns with Melanie’s expecta�ons for the new posi�on as well as how each will lead

within the context of Biotech’s mission and vision.

1/21/2019 Exercise 1 - BMGT 364 6387 Management and Organization Theory (2192)

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2. Make a determina�on of the best candidate suppor�ng your reasoning using both the case scenario facts

and the course material. Students must use the course material to support the reasoning.

How to Set Up the Exercise

Create a Word or Rich Text Format (RTF) document that is in a narra�ve format, which requires a double-

spaced document. Use Arial, 12-point font. You will cite within the document and provide a reference list

on a separate page.

Do not use a ques�on/answer format but using the headings: Best Loca�on and Best Candidate

Provide a �tle page and a reference list on a separate page.

Provide an introductory paragraph, about 3 - 5 sentences for each ques�on. It is important to write concise

and clearly.

Submit the Exercise in the Assignment Folder (The assignment submi�ed to the Assignment Folder will be

considered the student's final product and therefore ready for grading by the instructor. It is incumbent upon

the student to verify the assignment is the correct submission. No excep�ons will be considered by the

instructor).

Comple�ng the Exercise

In order to complete this Exercise, you will want to first read the module, Learn How to Support What You

Write, as this assignment requires you to use the course readings and research to support what you write.

Also,

Read and use the grading rubric while comple�ng the exercise to ensure all requirements are met that

will lead to the highest possible grade.

Third person wri�ng is required. Third person means that there are no words such as “I, me, my, we, or

us” (first person wri�ng), nor is there use of “you or your” (second person wri�ng). If uncertain how to

write in the third person, view this link: h�p://www.quickanddirty�ps.com/educa�on/grammar/first-

second-and-third-person.

Contrac�ons are not used in business wri�ng, so do not use them.

Paraphrase and do not use direct quota�on marks. Paraphrase means you do not use more than four

consecu�ve words from a source document. Instead put a passage from a source document into your

own words and a�ribute the passage to the source document. Not using direct quota�on marks

means that there should be no passages with quota�on marks and instead the source material is

paraphrased as stated above. Note that a reference within a reference list cannot exist without an

associated in-text cita�on and vice versa. You may not use more than four consecu�ve words from a

source document, as doing so would require direct quota�on marks. Changing words from a passage

does not exclude the passage from having quota�on marks. If more than four consecu�ve words are

used from source documents, this material will not be included in the grade and could lead to

allega�ons of academic dishonesty.

You are expected to use the case scenarios and weekly course material to develop the analysis and

support the reasoning. There should be a robust use of the course material along with thorough

analysis of poten�al loca�on informa�on. Material used from a source document must be cited and

referenced. A reference within a reference list cannot exist without an associated in-text cita�on and

vice versa. Changing words from a passage does not exclude the passage from having quota�on

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Due January 26 at 11:59 PM

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Task: Submit to complete this assignment Assessment

Exercise 1 7%

marks. If more than four consecu�ve words are used from source documents, this material will not be

included in the grade and could lead to allega�ons of academic dishonesty.

Use in-text cita�ons and provide a reference list that contains the reference associated with each in-

text cita�on.

You may not use books in comple�ng this exercise unless part of the course material. Also, do not use

a dic�onary or Wikipedia.

Provide the page or paragraph number in every in-text cita�on presented. If the eBook does not have

pages, provide the chapter �tle and topic heading. If using a video, provide the minutes and second of

the cited material.

Self-Plagiarism: Self-plagiarism is the act of reusing significant, iden�cal or nearly iden�cal por�ons of one's

own work. You cannot re-use any por�on of a paper or other graded work that was submi�ed to another

class even if you are retaking this course. You also will not reuse any por�on of previously submi�ed work in

this class. A zero will be assigned to the assignment if self-plagiarized. Faculty do not have the discre�on to

accept self-plagiarized work.

Ac�vity Details

1/21/2019 Rubric Assessment - BMGT 364 6387 Management and Organization Theory (2192) - UMUC Learning Management System

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Criteria Above Average Sufficient Developing Needs Improvement Failure

Compare and contrast the three locations

1.19 points

Locations are clearly compared and contrasted breaking the information into whole- to-whole, similarities- to-differences or point- by-point structure using specific examples to illustrate the comparison/differences.  Only relevant information is presented.  Research and course material is used to support the ideas, reasoning and conclusions. 

(1.07 - 1.19)

1.0115 points

Locations are  compared and contrasted breaking the information into whole-to-whole, similarities-to- differences or point-by- point structure using specific examples to illustrate the comparison/differences.  Only relevant information is presented.  Research and course material is used to support the ideas, reasoning and conclusions but needs some development.

(0.952 - 1.06)

0.8925 points

Attempts to compare and contrast locations presenting information that may present some whole-to-whole, similarities-to-differences or point-by-point structureOR uses specific examples provided to illustrate the comparison/differences.  Only present irrelevant information is presented.  Research and course material is used to support the ideas, reasoning and conclusions but several areas need development.

(0.833 - 0.951)

0.7735 points

Attempts to compare and contrast locations

presenting some information OR uses specific examples to

illustrate the comparison/differences;

some irrelevant information

presentedOR research and course material is not used to support the ideas, reasoning and

conclusions; significant development is needed.

(0.714 - 0.832)

0 points

Little to no attempt

to compare and contrast

locations.

(0 - 0.713)

/ 1.19

Determine the location

1.19 points

Determines the location using the course material and research to support the ideas, reasoning and conclusions made.

(1.07 - 1.19)

1.0115 points

Determines the location using some course material and research to support the ideas, reasoning and conclusions made - some development in either support or reasoning needed to strengthen decision.

(0.952 - 1.06)

0.8925 points

Determines a location using limited course material OR research to support the ideas, reasoning and conclusions made - significant development in either support or reasoning needed to strengthen decision.

(0.833 - 0.951)

0.7735 points

Determines a location using almost no or no

course material OR little research; may present research but does not explain why or how the research is relevant or does not support the ideas, reasoning and

conclusions well; significant development

needed to present sound decision.

(0.714 - 0.832)

0 points

Little to no attempt

todetermine a location.

(0 - 0.713)

/ 1.19

Evaluate the three candidates

1.19 points

Thoroughly and correctly evaluated each of the three candidates

1.0115 points

Correctly evaluated the three candidates considering each candidate’s full body of experience

0.8925 points

Attempted to evaluated the three candidates considering each

0.7735 points

Attempted to evaluate the three candidates

considering each

0 points

Little to no evaluation of

/ 1.19

1/21/2019 Rubric Assessment - BMGT 364 6387 Management and Organization Theory (2192) - UMUC Learning Management System

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considering each candidate’s full body of experience and how their experience aligns with Melanie’s expectations for the new position as well as how each will lead within the context of Biotech’s mission and vision.  Only relevant information presented.  Research, case scenario facts and course material consistently used to support the ideas, reasoning and conclusions. 

(1.07 - 1.19)

and how their experience aligns with Melanie’s expectations for the new position as well as how each will lead within the context of Biotech’s mission and vision.  Only relevant information presented.  Research, case scenario facts and course material used to support the ideas, reasoning and conclusions but needs some development.

(0.952 - 1.06)

candidate’s experience and how their experience aligns with Melanie’s expectations for the new position as well as how each will lead within the context of Biotech’s mission and vision; irrelevant information presented; research, case scenario facts and course material seldom used to support the ideas, reasoning and conclusions; needs significant development in several areas, or heavy dependence on one resource rather than providing thorough well balanced support.

(0.833 - 0.951)

candidate’s full body of experience and how

their experience aligns with Melanie’s

expectations for the new position as well as how each will lead within the

context of Biotech’s mission and vision; relevant information presented; research,

case scenario facts and course material

occasionally used to support the ideas,

reasoning and conclusions but needs

significant development.

(0.714 - 0.832)

candidates.

(0 - 0.713)

Determine the best candidate

1.19 points

Determines the best candidate using the course material, case scenario facts and research to support the ideas, reasoning and conclusions made.

(1.07 - 1.19)

1.0115 points

Determines the best candidate using some course material, case scenario facts and research to support the ideas, reasoning and conclusions made - some development in either support or reasoning needed to strengthen decision.

(0.952 - 1.06)

0.8925 points

Determines a candidate using limited course material, case scenario facts AND research to support the ideas, reasoning and conclusions made - significant development in either support or reasoning needed to strengthen decision.

(0.833 - 0.951)

0.7735 points

Determines a candidate using almost no or no course material, case scenario facts OR little research; may present research but does not explain why or how the research is relevant or does not support the ideas, reasoning and

conclusions well; significant development

needed to present sound decision.

(0.714 - 0.832)

0 points

Little to no attempt

todetermine a candidate.

(0 - 0.713)

/ 1.19

Research 0.49 points

Thoroughly and correctly researched the requirements set forth in the instructions for all three locations and in consideration of the candidates using a variety of sources to support the analysis and final decision.

0.4165 points

Correctly researched the requirements set forth in the instructions for all three locations and in consideration of the candidates using several sources to support the analysis and final decision but needed

0.3675 points

Attempts to research the requirements set forth in the instructions for all three locations and in consideration of the candidates using several sources to support the analysis and final decisionbut significant

0.3185 points

Incorrectly researched the requirements set forth in the instructions for all three locations and in consideration of the candidates or did not show significant research to support the analysis and final

0 points

Little to no attempt

toresearch the requirements set

forth in the instructions for all

three locations and candidates .

/ 0.49

1/21/2019 Rubric Assessment - BMGT 364 6387 Management and Organization Theory (2192) - UMUC Learning Management System

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(0.441 - 0.49) some development; not thorough enough.

(0.392 - 0.440)

clarity or development is needed.

(0.343- 0.391)

decision; key information missing.

(3.51 - 4.094)

(0 - 3.50)

Attention to Instructions

0.7 points

The paper contains completion of all

major assignment tasks including

writing the report. The paper also

includes completion of all minor aspects of the assignment

such as third person writing, required use of

course readings, outside sources if

needed, and assignment

format.

(0.63 - 0.7)

0.595 points

The paper contains completion of all major assignment tasks

including writing the report. The paper missed 1 minor aspect of

the assignment such as third person writing, required use of

course readings, outside sources if needed, and

assignment format.

(0.56 - 0.62)

0.525 points

The paper missed 1 major assignment task (including writing the report) or 2 minor aspects of

the assignment.

(0.49 - 0.55)

0.455 points

The paper missed 2 major assignment tasks (including writing the report) or 3 minor aspects of the assignments.

(0.42 - 0.48)

0 points

The paper missed 3 or more major

assignment tasks (including writing the

report) or four or more minor aspects of the assignment.

(0 - 0.41)

/ 0.7

Writing Mechanics

0.7 points

Strictly adheres to standard usage rules of written English using

paragraphs and sentences rather

than bullets, including but not

limited to capitalization,

punctuation, run-on sentences, missing

or extra words, stylistic errors, spelling and

grammatical errors. No contractions or jargon used. 0 to

2 errors noted.

(0.63 - 0.7)

0.595 points

Excellently adheres to standard usage of

mechanics: conventions of written English, including

capitalization, punctuation, and spelling. 3 to 6 errors

noted.

(0.56 - 0.62)

0.525 points

Satisfactorily adheres to standard usage rules of

mechanics: conventions of English, including

capitalization, punctuation, and spelling. 7 to 10 errors

noted.

(0.49 - 0.55)

0.455 points

Minimally adheres to standard usage rules of mechanics: conventions

of written English, including capitalization,

punctuation, and spelling. More than

10 errors found.

(0.42 - 0.48)

0 points

Does not adhere to standard usage rules

of mechanics: conventions of written English

largely incomprehensible; or

errors are too plentiful to count.

(0 – 0.41)

/ 0.7

1/21/2019 Rubric Assessment - BMGT 364 6387 Management and Organization Theory (2192) - UMUC Learning Management System

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Total / 7

Overall Score

Close

APA Style (6th ed.)

0.35 points

1 - 2 APA style or usage errors;

Proper citation of source material is used throughout paper; Reference titles follow APA with only the first

word, the first word after a colon and

proper nouns capitalized.

(0.315 - 0.35)

0.2975 points

Attempts in-text citations and reference list but 3 -

4 APA style errors noted or fails to use APA citations when appropriate 1 - 2

times.

(0.28 - 0.30)

0.2625 points

Attempts in-text citations and reference lists; APA style

errors are noted throughout document; Fails to use APA citations when appropriate 3

times in document.

(0.245 - 0.27)

 

0.2275 points

Attempts in-text citations and

reference lists; Fails to use APA citation

when appropriate 5 - 6 times; Fails to use APA citations when

appropriate 5 - 6 times in document or presents a total

of 1 - 2 in-text citations and

reference list in a paper when requires

APA citations are needed throughout

the document.

(0.21 – 0.244)

0 points

No attempt at APA style; or

attempts either in-text citations or reference list but omits the other.

(0 – 0.20) / 0.35

Above Average

6.3 points minimum

Sufficient

5.6 points minimum

Developing

4.9 points minimum

Needs Improvement

4.2 points minimum

Failure

0 points minimum

Biotech Health and Life Products

Company Profile

Welcome to Biotech!

The assessment projects for this class will examine different facets of the leadership of

Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech

with the driving question of “what skills does a Biotech leader need to lead the company

now and in the future?”

History

Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir provided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew.

In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City.

In 1932, Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquired about other products that Barney’s had.

In 1936, Barney started a new product called Night Relief, another of his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopausal symptoms or nerves. When this product proved a “secret success” with the ladies, Barney decided to bring his mother, Irene, from Ireland, and put her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products”. Barney coined “life products” because the products tracked natural life events in the human body and attempted to improve the customer’s discomfort in dealing with them.

The name of the company was changed to Barney’s Elixir and Life Products. The business continued to grow and with his mother’s death in 1938 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits but people

still needed the boosts to their health and were able to afford Barney’s products as opposed to the medicine offered by doctors and hospitals. During World War II the company supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered in a new wave of interest of natural products.

By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company. By this time, the company had expanded its manufacturing plants and sales nationally to include Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars.

In the 1960’s the social climate in America had changed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine. Although the counter culture of America still supported natural supplements, popularity for Barney’s products waned.

In 1965, Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chemistry from Harvard. She had been trained as a child by her grandmother, Wilford’s mother, and knew how the recipes should look. However, she had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.”

Due to the downturn in sales by 1970, the company turned to other countries for its sales base. Starting in Germany and other European countries where natural products are highly credible, Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild, Maximillian Barney, take over the President’s positon of the company.

Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for Barney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to get a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but is an international business. Barney’s Elixir and Life Products was now Biotech Health and Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging.

By 2000 the company was grossing about 1.1 billion in sales with an increase in market share. By 2012, Biotech had a 20% market share of the supplement business with

Approximately $25 billion in sales. The company is interested in expanding into infant formula.

. Currently sales for the company are at $45 billion. Maximillian Barney is still President and CEO. The stock is still held by the family and all senior management positions are held by family members.

Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways.

Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal.

Current Fact Sheet

Headquarters Yonkers, New York Worldwide web address www.biotechlife.com President Maximillian Barney 2016 Gross Sales US$ 45 billion Employees 38,000 in 6 countries worldwide

Manufacturer Operations

United States Battle Creek, Michigan, Albuquerque, New Mexico,

Elkton, Maryland, Peoria, Illinois and Atlanta, Georgia

Europe England, France, Netherlands

Asia Sapporo, Japan

South and Central America and Caribbean Salvador, Brazil

Canada Product

Lines

Major Competitors

Calgary, Canada

Protein and Fitness; Personal Care, Vitamins and Food Supplements, Infant Formula (Pending)

Protein and Fitness-GNC,

Personal Care- Nestle Skin Care- Galderma, SA; Glaxo, Merke, General Mills.

Vitamins and Food Supplements- GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle

Current Business Philosophy

Biotech has determined its long-term goal planning pattern should be no longer than three years. Three years seems more flexible than the seven year planning pattern previously used as change in the business climate is making it imperative to be more flexible. The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company. Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the company because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible. Protection of the suppliers and control over product quality is critical to the development of a sound “life product.”

Current Growth Plans Business and Sales Biotech is looking to expand and is exploring the opening of a new manufacturing, sales, and distribution facility in the next year. Currently, products are sold through t h e U S a n d i t s European division but there is a great demand for its current product in Malaysia and China as well as in the United States. It was decided by senior leadership to explore a potential manufacturing and sales presence in these three areas, which would potentially increase sales and would fall under the control of a new Executive Director. As in keeping with the all-natural products, the company wants to bring a greener footprint to its new facility going beyond what many competitors have in place. This as an opportunity to gain market share; and introduce a new product line. This effort would provide a good test case for new products that would position Biotech as a leaders in innovative technology. Product Development Biotech is looking to develop an infant food line. The company has recently expanded and is now interested in pursuing infant formula.

Current Eco Sustainability Commitments Currently, Biotech has current commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s strong commitment to making the company a triple bottom line company by the year 2021.

Innovation and Adaptability

Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. The emphasis is to encourage the exchange of ideas, create an environment that fosters new ideas and makes change easier in implementation of initiatives. Biotech is concerned that the stateside organization is driving the other overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation

workshops run by the various divisions have highlighted that R&D in Europe and Australia see differences in consumer preferences from US consumer preferences, and Biotech would like to incorporate this knowledge in its future facility. It is believed that US controlled resources are ignoring these product preferences and are thus impeding overseas sales. Corporate leaders are trying to examine how to answer this cultural gap.

Current Corporate Culture Being a family owned business, Barney’s new image has made the family a little less cohesive since it seeks to be a sleeker less clan like organization. Still the family leaders are committed to keeping the family history as a symbol for the company. It is believed that the family cultural connection gives support to collaborative decision making something the Company has been successful in promoting throughout the organization. It is also seen by the owners that their family and employees makes up the company’s customers. The family wants to encourage a customer centric culture, one that allows employees to see everything through the perspective of the customer and to make decisions with the customer’s view always paramount. Furthermore, there would be a companywide accountability to the customer in all departments. The owner wants a workforce that gives an extraordinary customer experience in every product it makes.

Current Organizational Structure

This company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub. R&D, HR, IT and Finance have small staff in each division whose primary job is to liaison with headquarters to implement the decisions made by them.

Above all the Divisions is the President and CEO Maximillian Barney Housed in headquarters is the R&D, HR, IT, and Finance Divisions

Executive

Director North American Division

Executive Director European Division

Executive Director New Div i s ion (Infant Formula)

Executive

Director South America Division