ElektroSecur: General Manager of an SMB at the Age of 29

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CASE STUDY. The case looks at Ian Lambert’s first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies.

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UGS : 806-HEC Catégories : , Étiquette :

Description

ElektroSecur: General Manager of an SMB at the Age of 29: Abstract

The case looks at Ian Lambert’s first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012.

The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company’s financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company’s history. Up to the month of May, sales were more catastrophic than ever.

Teaching objectives

  • Reflect on the different levers on which managers can act to turn around the performance of their company and on managerial latitude
  • Assess the challenges that come with a general management position as well as the skills required to access and advance in this type of position
  • Gain insight into the challenges facing SMBs.

Main themes covered

  • Managerial action levers and latitude
  • Learning how to manage
  • The relationship between a manager’s personal beliefs and values, management philosophy and management practices
  • SMB growth and turnaround
  • La croissance et le redressement de PME

Concepts and theories related to the case

  • Galbraith’s Star Model
  • Management philosophy
  • Corporate culture

Multi-part case

  • Part A: The First Six Months
  • Part B: One Year Later (included only for Teaching license purchases)

Additional information

Also available in French.

Teaching notes are available for teachers only. Contact the HEC Montréal Case Centre for more information.

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