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• W1548586504 abstract "CASE DESCRIPTIONThis case was written to show the complex and multi-functional nature of managing a successful family business over the long-term. The information presented requires students to perform both qualitative and quantitative assessments in order to understand the problems, potential underlying causes, and possible solutions for the company. Students will have the opportunity to evaluate and assess the following topics:1. Evaluation of the major industry trends2. Production management and quality control3. Customer service management4. Sales / marketing control5. The role and impact of internal incentives6. Implications of rapid organizational growth - broke phenomenon7. Cash flow analysis8. Family business dynamicsThe case has a difficulty level of three and up. The case is designed to be taught in two to four class hours in a management, small business management, or entrepreneurship class. The case could be used broadly in a more introductory management course or in depth in more advanced/focused courses, either at the undergraduate or graduate levels. The case is expected to require about four hours of outside preparation by students.CASE SYNOPSISPortland Cabinet Company (PCC) is a family-owned manufacturing firm that has experienced significant growth since its inception in 1979 to become one of the largest kitchen and bathroom cabinet manufacturing firms in the Portland, Oregon metropolitan area. However, PCC is in serious financial condition. This case is written at a critically challenging point in the history of this 27 year old custom wood cabinet manufacturing company. Although unfolding for nearly two years, only recently has the company fully realized the critical problems it faces.This firm is facing a plethora of problems and the financial difficulties are a symptom of a set of complex and interdependent issues. This case tries to expose these areas of concern for the company. It attempts to present the reader first with the main symptoms of these problem areas - the critical signs that have finally raised a sense of urgency for the company owner / managers. Ultimately, it is a worsening cash flow crisis that has finally reached a critical point for the company. However, the solution to this salient cash crisis is not obvious to the company, and in fact it is likely complex due to its multi-functional nature. However, time available to deal with the situation is short.The primary decision makers are Jack Woodruff, 63-year old founder / owner / CEO / sales person for the company, and his 35 year-old son Simon who has worked for the company all his adult life, and currently officially holds the title of vice president and acting president. The current crisis has come at a time that has surely disrupted the intended transition of the business from the hands of one generation to the next. The future of the company, Jack's retirement, a former partner's buy-out arrangement, and family member employment are all at risk.INTRODUCTIONSimon Woodruff and his father Jack sat together in the office of Portland Cabinet Company (PCC). It was January 2006, and the two were still at odds regarding how to move forward in 2006 to fix the cabinetry business that Jack and his partners had started 27 years ago. The headline article in the day's Business section of The Oregonian confirmed the rapidly growing housing market in the Portland metropolitan region. This was PCC's growing customer base. The continued soaring demand for new homes in the region throughout 2004 and 2005 had resulted in more business than the cabinet company had ever seen in its 27 year history. However, growing demand and record sales for the company had led to challenges. Workers and customers had been voicing frustrations, and the company was increasingly struggling with its day-to-day finances.PLANNING FOR 2006Simon and Jack both realized the critical position in which PCC found itself. …" @default.
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