RetailMax: “Role for Cam Archer and Regan Kessel” Sabrina Brown Professor Lahargoue Grand Canyon University: LDR-610 March 13, 2013 RetailMax: “Role for Cam Archer and Regan Kessel”
What is RetailMax? RetailMax, Inc. is a young Boston- based company that provides merchandise, optimization software, and assistance with tasks such as; preseason planning inventory management, product pricing, and forecasting customer demands to major retailers. RetailMax was founded in 1984 as a consulting company and transitioned to a software company in 1998.
Despite downsizing in non-essential departments, RetailMax, like other software companies, experienced a positive shift under the leadership of CEO Todd Elman in 2006. During this period, over 100 new employees were hired, including Cam Archer, an MBA graduate from a prestigious business school. As part of her responsibilities in business development at RetailMax, Archer was
...assigned the task of overseeing strategic alliances and partnerships.
Cam, who is renowned for their intelligence, diligence, and high regard from both colleagues and clients at RetailMax, has decided to explore new prospects within the company. Despite having extensive experience in sales, Cam is looking for a position that requires little or no travel. On the other hand, Regan Kessel currently holds the position of Vice President of Product Management and Marketing (PMM) at RetailMax, Inc., possessing twenty years of industry knowledge and playing a crucial role within the organization.
Regan Kessel, the founder of his own retail supply chain software company, was acquired by IBM in 1996. Since then, he has been involved in developing product and marketing strategies for various supply chain companies and recently collaborated with a Dallas-based company while commuting between Texas and Boston.
Todd approached Regan to join RetailMax, an offer that Regan accepted. The question now is: Who has the greatest potential power and why? It is clear that among Vince Mangini, the Vice President of Professional Services (PS), and Regan Kessel, the Vice President of Product Management and Marketing (PMM), it is Regan Kessel who possesses superior potential power.
The reason for choosing Vince over Regan is because he can offer Cam more money and better opportunities for growth. Vince also meets Cam's preference for less or no traveling, which was the primary reason for her search for a new position. Additionally, Cam appreciates the fact that she can report directly to Vince instead of reporting to someone else first and then to Vince.
In terms of power portrayal, Cam demonstrates Personal and Expert power derived from her experiences, skills, and knowledge. Through her exceptional selling abilities, Cam not only gained expertise in specific fields but also established herself as a potential leader. Consequently, she developed expert power over time, enabling her to motivate others to achieve shared objectives. On the other hand, Regan exhibits Referent Power.
Regan's thorough investigation into a suitable salary for Cam, taking into account her education and experience, showcases his trustworthiness in treating her with fairness. In contrast, Vince utilizes Formal and Coercive Power by ignoring Cam's preference for a job that does not involve frequent travel and offering her a position solely based on financial considerations. Moreover, Vince ridicules Cam with sarcastic comments such as "If you try to sit on two chairs at one time, you are going to end up on the floor."
The
comment restricts Cam's freedom to make independent decisions based on her own judgment. It suggests that she cannot handle both jobs at the same time and must promptly determine what is best for Vince. Was their behavior influenced by traditional gender roles? This paragraph examines whether they adhered to or defied gender stereotypes. However, neither party's decision-making was impacted by gender roles. Instead, it revolved around which organization could persuade Cam to join them and how much they were willing to compensate her as a team member.
Regan was interested in hiring Cam for her success rate and because she was recommended by the CEO. Knowing that Cam was looking for a new position, Regan offered her a chance in a new role. On the other hand, Vince also wanted to hire Cam due to her success rate. However, he decided to offer her more money but less stability. This meant that Cam would still have to travel and wouldn't be able to report directly to Vince, with no potential for growth. The power dynamics between these individuals were influenced by social factors such as reputation, prior relationships, and their connections within the organization including the CEO.
Mangini, Regan's colleague, was aware of Regan's plan to hire Cam. However, instead of giving her the intended position, Mangini offered her a different role with a higher salary. While this decision can be viewed as a business move, it also raises ethical concerns. Due to Cam's long tenure with the company, she had an advantage over other applicants for various positions. This advantage led Regan to offer her a position despite the circumstances because of
their personal connection with the CEO. Neither party made assumptions solely based on the information provided in the articles I read.
The discussion among them revolved around business choices. Cam needed to make a decision on the direction she wanted to take, while Reagan, Mangini, and Todd awaited a final decision. Archer would be interested in the Marketing position as it would lead to success, provide more time for a social life, and reduce travel. This position would also increase her power and earn her respect with the title. Kessel should definitely hire Archer as she has proven to be a successful factor for the company and her reputation speaks for itself.
The recruitment of Archer and Kessel is expected to result in significant accomplishments due to their combined skills. By hiring Archer and recognizing his successful track record, Kessel will attract attention from others who can witness the effectiveness of their teamwork. What impact would selecting an external candidate have on Kessel's authority? In terms of power, bringing in someone from outside should not have any influence; it simply indicates the need for adaptation and change. So, if Kessel truly wants Archer to join the team, he should offer the most competitive package possible for that position and consider including commission as well. Ultimately, this will even out over time.
Archer should accept the Marking Position, as it was always part of the plan to minimize travel. Archer needs to take a step back and carefully analyze the situation. Money should not be the sole focus, especially when already earning a good salary. After considering these factors, assess who effectively utilized
social power and explain why. Among all the individuals mentioned, Mangini displayed the greatest social power. How? Mangini utilized not only his position but also his salary to entice Cam to work for him. Additionally, Mangini made subtle remarks to sway Cam's decision in his favor.
Cam needs to understand that being in Marketing is where his passion lies. Even though Mangini can offer a higher salary, Cam must consider if that is truly what he wants to do. There is no room for growth in Mangini's offer, he will be reporting to someone other than Mangini, and there will still be traveling involved. As my mom would always say, what seems appealing to you may not actually be the best choice. (References: McGinn, Kathleen L., and Dina R. Pradel. "RetailMax: Role for Regan Kessel." Harvard Business School Exercise 904-025, May 2006. (Revised from original September 2003 version.) McGinn., and Witter. "RetailMax: Role for Cam Archer". Harvard Business School (2006).)
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