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Bus 643 Case Study 6

In: Business and Management

Submitted By tiffanys817
Words 946
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Bus 643 Case Study 6
Tiffany Smith
8/13/2013
Professor McIntyre

Abstract Wally’s Wonder Wash (WWW) is a full service, high tech, high touch car wash Company owned by Wally Wheelspoke. It is located in a city of 200,000 people and another 100,000 in surrounding suburbs. Wally wants to add four additional car washes within the next two years. Wally is dedicated to providing the best service to customers and is opened seven days a week from 8:00 am to 8:00 pm. He looks mostly for fulltime workers to work either 7:30am to 4:00 pm or 11:00am- 8 pm. The two main positions are attendant or washer who’s job is to vacuum, wash/dry cars, wash/fold towels, perform light maintenance on machinery, and engage customers in small talk and ask them to inspect the vehicle. The custom service specialist (CSS) details the car. So far he has a staff of 70 attendant and 20 CSS’s. Wally promotes from within so the only way to become a CSS is to be promoted from attendant and the only way to become manager is to be promoted from CSS. Attendants make $8/hr with a $0.50 raise every six months while CSS’s make $1 more with the same $0.50 promotion every six months. Managers make $27,000 annually and receive a “merit” raise if Wally ever gets around to their performance appraisal, however, attendants and CSS’s do not receive performance appraisals. Based on last year’s data, Wally had a turnover ratio of 65% for attendants, 20% for CSS’s and no managers left. Although no exit interviews were conducted, the main complaints for leaving were: pay not competitive, training was hit or miss, limited room for promotion, no feedback of coaching from management, and customer complaints and mistreatment by customers.
Is Turnover a Problem?
Turnover is a problem because it is considerably high at 65% and believed to be rising. This ratio should be...

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