International Case #: 1B

The Case of A. MONROE LOCK and

S E C U R I T Y S Y S T E M S
 INTRODUCTION
Ray Monroe was the owner of A. Monroe Lock and
Security Systems (AMLSS).

It was established about 2 years ago and offered

locksmithing services to residential and commercial
customers as well as automobile owners in the greater
Boston area.

AMLSS was certified by the Commonwealth of

Massachusetts to perform alarm installations and offered a
full range of alarm products.
 Financial results have been poor, with losses of $6500 in the
first year and a profit of only $3500 in year 2.

AMLSSs target market is 3 local communities in the Boston

area.
I. TIME CONTEXT II. VIEWPOINT

Present Ray Monroe

Owner
III. CENTRAL PROBLEM

Poor financial results: Small profit snd Big losses

IV. STATEMENT OF OBJECTIVE

Must: Increase business

Wants: To become one of the most preferred Locksmith

Service in Boston
V. AREAS OF CONSIDERATION

STRENGTH
1. Rays parents are ENTREPRENEURS.
2. AMLSS was certified by the Commonwealth of
Massachusetts.
3. 2 years experience.
4. Experience in various areas of the business.
5. Fast respond to client.

WEAKNESSES
1. worked in the industry only for 2 years
2. Not Offering Alarm Installation
3. Limit business until 5pm only
V. AREAS OF CONSIDERATION

OPPORTUNITIES
1. Increased crime rate and residential house sales
2. The demographic profile of the 3 local communities in the
Boston area offered many opportunities.
3. Use his company van to serve more than 3 communities or
promoting the business.
4. The yellow pages ad gives him an edge.

THREATS
1. Competitors
2. Better customer service provided by the competitors
3. 37 other locksmiths in the three communities on which
AMLSS concentrated.
 VI. ALTERNATIVE COURSES OF ACTION

1. Putting up new business

(+) (-)
a. His next venture can be a. New capital requirements
his passion. b. New learning curves
b. New ideas and fresh start which includes
c. Learned from previous training/experience of
mistakes new chosen industry
d. Network created c. No assurance it will
succeed
 VI. ALTERNATIVE COURSES OF ACTION

2. Strategic alliance with other service provider.

(+) (-)
a. Leverage. a. Control & Trust Issue
b. Able to compete with b. Result may not be
other larger locksmith desirable
company. c. Not all will agree on this
c. Wider area of coversge. concept.
d. Client grabbing
 VI. ALTERNATIVE COURSES OF ACTION

3. Upgrade service strategy

(+) (-)
a. More options means a. Bigger bills on beeper
more business. and mobile phone
b. Longer hours of service. b. Website devt cost
Offer 24/7 c. Petroleum cost for
c. After sales customer transport
care. d. Additional staff cost
d. Loyalty program e. Training cost
e. Website creation with
online booking
f. Wider area of coverage
g. Add additional manpower
VII. RECOMMENDATION

Adapt ACA 3 (Upgrade Service Strategy)

 VIII. ACTION PLAN
Person Responsible Activities Time Frame
Ray Monroe Gather data through business 20 days
intelligence & competitive analysis
(suppliers & staff)
Ray Monroe Create T.O. and Business Plan 4 days
Ray Monroe Get suppliers for alarm equipment, 10 day
website, Telco (cheaper rates), Get
staff (technical specialist and
management)
Ray Monroe Train staff 5 days
Ray Monroe Create Website (Design, Content 20 days
and Function) Simultaneous with
training of staff and B.I. stage
Ray Monroe / Create marketing plan 5 days
Management