Innovation/Entrepreneurial Change Paper

Aristides Somarriba

The assignment calls for a sort of bibliography with references, while the organization this writer wishes to analyze, for the purpose of internal advantage, growth and knowledge, while still covering subject matter and learning what is required plus some, will be on his own business. This writer is going to use personal experience, knowledge, previous analysis, and future projection to back the content moving forward. “Founded in 1920, Kenosha, Wisc. -based Snap-on Tools entered the franchising business in 1991. Over the past 18 years, it's grown into one of the largest nonfood franchise systems in the world, with nearly 5,000 Snap-on Tools stores worldwide. The company, which provides equipment and tools for professional technicians in industries such as auto, aviation and electronics, has a long history of success (Wang, 2008).”

Innovation Measurement and Reward Systems

From the start the company encourages their new franchisees to excel, unlike many others tool franchises that basically throw new franchises out on the street with thousands of dollars of consigned tools, a consigned truck, and a good luck hand shake. Snap-On makes sure the team of sales developers in that franchisees area is keeping the franchisee full and stocked or at least offers the promotions to ensure the franchisee is displaying and promoting the latest and greatest. A lot of the time these promotions are new tools, like the new CTR767 long-neck, 3/8” drive, 14.4V, Cordless ratchet (Snap-On, 2018).

This writer works for a man that is also his good friend and mentor, this man is a triple franchise owner, while starting his first of the three franchises just three years ago on June 5, 2015. Innovation is a part of the everyday like of a Snap-On franchisee or store manager like this writer and his two friends that operate the other two trucks. If a product is not moving, the team either must get together and figure out a new way to move the product, or one of the others already took the initiative to give something new a try, and put it into place and it worked for them, so now the other two can try, and make their own personal tweaks according to their customer’s needs. The reward system is definitely there, and it is indeed a powerful entity. There are incentives for everything in this game, from the corporate side there is buying incentives such as multiple tool storage units and special pricing, or even at the sales side where if one of the store managers sells more tool boxes than the other, than the winner will get a sort of bonus check.

Creative Problem Solving

Without the ability to problem solve, especially in ways that are a little trickier than most, can be the make-or-break for many sales in this business. For instance, when going to sell a tools storage unit one must be ready for any obstacles to come, and obstacles can become a problem. Each individual manager, and sometimes as a team has to have the ability to think on their feet, know when to listen, and how to flip the tables around. On an even more complex level, profitability issues have recently been resolved by simply making a show-up time requirement at the job. It is no longer so long as the route is done, and tools are sold, now it is a seven-a.m. requirement so all three managers can discuss how they are going to handle their day, and pep each other up for the and since this system has been put into play, this problem of lacking sales, time, and collections seems to be solving itself.

Innovation Implementation and Evaluation

Snap-On’s almost century year-old success is based heavily off of their R & D department, their product innovation, their feedback received, reviewed and implemented, that’s how they stay at the top of the food chain. Snap-On never stops looking for, designing, and field testing, new ideas to make the work-force where tools or equipment is in use faster, more efficient and profitable.

(Snap-On, 2018)