Inner-City Paint Corporation:

403 Words2 Pages
Abstract Stanley Walsh began Inner-City Paint Corporation in A run-down Warehouse, in Chicago’s “downtown” business area. Inner-City is a small company that manufactures wall paint. The primary market of Inner-City is the small- to medium-sized decorating company. I. Current Situation A. Current performance: • Inner-City had shown steady growth in this market. • The slowdown in the housing market combined with a slowdown in the overall economy caused financial difficulty for Inner-City Paint Corporation. • The sales revenue increased from $60,000 to $1,800,000 within five years. B. Strategic posture: 1- Mission : The owner desire is to open own business. 2- Objective : • Produce a paint that was less expensive and of higher quality. • Inner-City’s reputation had been built on fast service. 3- Strategic : • Growth and expansion in Chicago. • Small - to medium-sized decorating company is the market is segment for the organization. • Fast service and negotiates on price and payment out of desperation. II. Strategic Managers • The President and majority stockholder is Stanley Walsh. • Walsh manages the corporation himself. He has a bad experience in management (a disorganized) • He personally must open all the mail, approve all payments, and inspect all customer billings before they are mailed. • The office is managed by Mary Walsh (Walsh’s mother). • Two part-time clerks assist her, and all records are processed manually. • The plant is managed by a man in his twenties III. External Environment: A. Societal Environment 1. Economy: • The slowdown in the housing market combined with a slowdown in the overall economy. • The slowdown in the housing market combined with a slowdown in the overall economy caused financial difficulty for Inner-City Paint Corporation. 2. Technology: • No use of computers or any information

More about Inner-City Paint Corporation:

Open Document