Rogers’ Chocolates Front-Burner Issues

Rogers’ Chocolates has grown sales by more than 900 percent in the last two decades. While this growth is phenomenal and desirable, it is much like the physical growth of a teenager. In parts it is disproportionate and awkward, relying on time for the entire body to grow into itself and for coordination to catch-up such that the body can be used to its full capability. It is in this awkward stage that Rogers’ now finds itself. Therefore, it’s time that Rogers’ spend the requisite time and energy to marshal resources appropriately to address its awkward attributes.
Rogers’ problems and their related solutions fall into the category of principal components of the strategy execution process as it relates to implementation. In order to build the desired competencies, capabilities, and internal resources needed for strategic success, Rogers’ must be willing to allocate the necessary financial support to engender the following changes. It will be expensive. But the goal of doubling or tripling the size of the company is by its very nature is an expensive endeavor. The question is whether the board and senior executives, namely Parkhill himself, are willing the sacrifice the financial resources in order to achieve such growth. It falls to Parkhill himself to sell this dynamic growth package, its related company changes to strategy, production and brand, and finally to garner support of the board, other senior executives, and the employee.
Along this line, we come to Rogers’ first issue requiring managerial attention. Parkhill and the senior executives much persuasively convince the entire company of the merit of the new company vision. That is, the doubling or tripling of size. It must communicate the perils of its current methodologies (explained below) and why their current methods must be changed to achieve the growth.