WOLFGANG KELLER AT KONIGSBRAU-TAK (A) Individual Case Analysis MGT 400 Philemon Anderson
Executive Summary 34-year-old Wolfgang Keller the Managing Director of Konigsbrau’s Ukrainian subsidiary had a problem with Dmitri Brodsky the Communication Director of the subsidiary. They had their own style of managing things. Being one off the best in terms of management and Profitability in brewers of premium beer in the world Konigsbrau enjoys high brand recognition and prestige in and around the world. Konigsbrau has two managers who cannot stand each other because they have different approaches to how they manage things around them. Whereas Keller is more of action-oriented kind of person, on the other hand, Brodsky is more of a delegator and likes to follow formalities. And in all this is concern about how Brodsky relates to the distributors of the company. And after Keller is sent on an assignment for two months in Brazil by his boss, Dr. Hans Haussler. He must return with three options to act on the issues between him and Brodsky. The first option is to fire Brodsky, the second option is to aid in improving his performance or reorganize the department in such a way as to fill in for Brodsky’s inadequacies. SITUATION ANALYSIS Founded 12 years earlier, Konigsbrau’s Ukrainian subsidiary is a part of the main company konigsbrau which is based in Munich brewer of premium beers. Wolfgang is the managing director of Konigsbrau’s Ukrainian subsidiary. Vladimir Antonov held the title for chairman and managed the subsidiary’s activities. With his reputation as successful hands on manager preceding him Keller joined the Ukrainian Subsidiary at a time it was losing $2.9 million a year. In three years from taking charge he had increased the subsidiary’s earning s to $7 million per year. Keller’s efforts in improving the subsidiary’s performance included changing the marketing strategy hiring a new top-management group, restructuring the sales forcing and acquiring a fourth brewery in Odessa. Keller made significant effort in improving relationship with the distributors. He felt that the relationship was very important as they ultimately served the end customers. Also, in the liquor business personal relationships and trust mattered. Aggressive distributors were serially need in Ukraine in order to convert the people from vodka and low- end brews to premium beer. Dmitri Brodsky was the Commercial director of the subsidiary. Brodsky was expected to balance the young group of managers with his experience and maturity. Unfortunately, Brodsky’s relationship with Kelly was very much strained. Brodsky had conflicting styles of managing.
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- Fall '14
- Management, Distributor, Dmitri Brodsky