Case Study 1
Planning a New Launch Program
MAN 3025
Juan C. Pabon



  1. Pam’s workmates and her manager had foreseen two possible outcomes of the business. It would either go at a loss, that is free money, and the company fails to, or succeed, that is free money, and the business makes a profit and succeeds. The first step the members should have taken was to have a direct study of the environment in which the program would be designed and developed. They were supposed to have a backup and the second option in case the business failed. By doing this, they could reach their desired target. As the managing director of the country, I can foresee and analyze two possible issues that could have been avoided and the goal you want to be achieved. Given that only four weeks were remaining before the launching of the program, time was limited, and they could not reach their desired target. They did not have enough time to campaign and develop their market campaign for the program. The budget set for the program was less and adjustments could not be made.


As the managing director, I would launch the program regardless of the side effects. Counseling an application launch brings a horrible image of the company to its clients. The company would reduce the salary given to the mid-level managers so as to reduce the set aside target


The above Gantt chart includes all the processes required for the development of the program, but one major process called time frame has been left out. It is a primary process that should be looked into and analyzed well so as to achieve the targeted goal. The time frame process gives you’re a direction on how to regulate the Gantt chart according to the specified objectives of the managers. You can also control the Gantt chart and attract more people in the process. The mistake that the executive managers did was that they did not allocate time to make adjustments to the program. Had they considered time and budget, then they would have avoided some serious problems.


  1. The mistakes that the staff made was that they did not allocate enough time for training the staff. They could at least award three months for the training. This could have given every member of the company to learn, absorb and understand the program well. The time could have allowed them to think of new marketing campaigns and implement them well and eventually achieve their goals. The subordinates could have been more enthusiastic. They could help the senior managers by training themselves and sending messages to clients. Sending brochures to their seniors was not a good idea. The junior staff and Pam could have done their research more and get to know their customers well. They were supposed to be aware of their senior’s daily obligations and duties. The members of his company made a mistake of using the campaign methods they had used the previous time. They forgot that the new targeted audience was diverse and had different tastes from the last audience.


The company had a few strengths. They had set a real time for each process. The time to receive their emails was enough, the methods of brochure preparation were also enough. They were also present to receive incoming calls. They also made registrations on time. All these were positive steps towards the development of program launching planning process.

The weaknesses of the company staff were: they did not have enough time to prepare themselves, they did not use the direct marketing method of the campaign, did not learn their target audience well, and therefore they failed to deliver. A member of LDC would have come out and reached the executive leaders personally, explained to them what the training was all about, how the program would be implemented in their offices, the benefits of the new program launch and this could have led to the success of the business.


  1. The LCD members used an approach they had used before on mid-level managers. They could have used a different approach to the senior executives because there exist some differences between the two. I think these problems could have been avoided if the LCD staff did their job well.


The two levels of management differ regarding their mindset. They think very differently. They have various planning processes. The senior managers evaluate problems regarding their worthiness, that is, if a problem or a process is worth the risk or not. They require a lot of time to make accurate analyses and predictions before making a sound decision. The LCD staff could have used this criterion when allocating their marketing strategies. They could have given it more time, and even if it failed, they would have given it another try.




  • Cheusheva, S. (2016, May 23). Retrieved from
  • Hitt, M. A., Black, J. S., & Porter, L. W. (n.d.). Management third edition. New Jersey : Prentice Hall.
  • Ingram, D. (2017, 01 12). Retrieved from



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