C.K. Worth's Expansion Into Sporting Products

Case Study: C.K. Worth Assignment
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Case Study: C.K. Worth Assignment
C.K. Worth, a company representing U.S. processed and Fresh foods to retail and food service distributors, has introduced another product line. However, introducing the sporting products division failed due to poor planning despite the belief that the new division would increase the organization’s profit margin.
C.K. Worth Company’s Planning Regarding the Sporting Product Line
C.K. Worth’s planning regarding the sporting goods product line was ineffective because the company’s sporting division failed to achieve its mission. The idea to introduce this division was great. However, the firm was not ready to represent sporting products since it lacked the resources to hire sales personnel specifically for sporting goods. As a result, C.K. Worth was forced to use salespeople without knowledge and experience in the sporting product lines. This led to poor service provision and increased complaints from manufacturers and retail stores, forcing the company to discontinue the division. The planning could only be effective if Worth, the company's president, considered Green’s advice bearing in mind that Green had a Sports background. Unfortunately, Worth disregarded professional advice, leading to failure.
The company went wrong when it decided to use an existing food sales force to represent the sporting goods products instead of hiring salespeople specifically for the sporting goods division. The existing food sales force did not have the knowledge or skills to sell the sporting products, but the company's president insisted on using them to avoid additional expenses. Job specialization helps create experts in a particular department or field (Obilor, 2020). It requires employees to focus on a specific task based on their capabilities and skills (Obilor, 2020). Evidently, the company did not consider job specialization when hiring sales personnel for the newly introduced division.
To improve the effectiveness of the sporting goods product line, the company management should have considered or undertaken the following planning steps. First, the management could have analyzed the opportunity. It was needful to thoroughly review the proposal and determine whether it would add value to the organization. Second, the management needed to create a roadmap to provide direction. Lastly, the company could have identified and evaluated alternatives. It then needed to select the best course of action for the sale of sporting products.
Compatible and non-compatible Areas of Food and Sporting Division Goals
The goals of the food division were compatible with the product lines of food. Equally, the goals of the sporting division were compatible with the sporting product lines. However, the food division's goals were incompatible with the sporting product lines because the food division aimed to represent U.S. processed and fresh foods to retail and food service distributors both locally and internationally. In contrast, the sporting division aimed to represent manufacturers of sporting products in sports retail stores with...