Case Scenario 1: Abramson's Jewelers

question 17

Essay

Case Scenario 1: Abramson's Jewelers.
Abramson's Jewelers has established a strong niche market in the upscale jewelry store segment. Abramson's was founded in 1871, and its current single-store location is owned and operated by John Wickersham, who bought the firm from its namesake founders in 1985. Over the last 15 years, Mr. Wickersham has narrowed the company's product offering considerably to focus only on high-end watches like Rolex and Piaget, custom jewelry, and estate jewelry. Mr. Wickersham stresses that this is an appropriate focus for his business since each of the products lends itself to relationship selling, and price rarely comes into the discussion. Despite the narrower offering, Abramson's floor space has doubled, and clients are intensely loyal to the good taste, design skills, and personal service level provided by Mr. Wickersham. After evaluating several expansion options, Mr. Wickersham has decided to open another store in a neighboring city. While it is likely that some of his existing customers may begin doing business at the other location, thus lowering sales volume at the original store, Mr. Wickersham sees this as a desirable increase in the level of service and convenience he can provide his existing clientele. At the same time, he believes that he will be able to grow the overall business faster with two locations. He has identified another reputable gemologist, Jill Diamond, to run the other store and is now considering how to compensate her.
-(Refer to Case Scenario 1). The discussion of agency theory and executive compensation in the chapter suggest that the compensation system for Jill Diamond should be based on her ability to maximize shareholder wealth over the long term.

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Definitions:

Job Redesign

The process of modifying a job to improve the employee satisfaction, efficiency, and productivity.

Outdoor Challenges

Activities or exercises conducted in the outdoors aimed at development, learning, or testing endurance and teamwork.

Incremental Change

Gradual, small-scale adjustments or improvements made over time within an organization, as opposed to large, radical transformations.

Strategic Change

Alterations made to the overall goals, operations, cultures, or major components of an organization to address internal or external challenges.