Case Study Analysis: Erik Peterson at Biometra

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Peterson tried to manage the situation but not to lead it. I see him as an inexperienced manager with lack of knowledge and soft skills, especially when dealing with team members. He was not able to motivate them, set precise goals and objectives. However, it was not only his fault. The top management failed to determine clear goals and objectives and provide guidance and assistance to Peterson. Moreover, he failed to convince Wescott and Burns that the decision to spend 60% of the marketing budget on printing ads with the remainder for conference and trade shows attendance by sales reps was the best option, once again not being respected by his team members. Nevertheless, Peterson succeeded when incase of Costa Rica he hired local full-time technician and convinced Hardy and other senior managers that this was the right decision.

4. What actions, if any, should Peterson take to turn the situation around and prepare for his meeting with Chip Night?

It is recommended Peterson to:

- Report about the project success directly to senior managers, including Chip Knight, ask for their advice, guidance on how to solve the existing problems. Moreover, it is recommended to arrange monthly meeting in order to successfully monitor and control the launch process.

- To involve Hardy onto the decision-making process and make him aware of issues the project is facing.

- To organize internal meeting (involving only Biometra’s team) in order to discuss the pressing problems, conflicts and disagreements, letting each member of the team to speak his or her mind, as well as try to solve the problems in the most democratic and harmless way. Furthermore, during the following meeting it is necessary to explain in a clear and precise way goals and objectives of the project.

- To talk with Green and Cantor in order to ease tensions between Peterson and these two, explaining them that effective communication between them would benefit the project and the whole company.

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