Sutton Electronics
Eric Frank was still basking in the glory of his promotion to marketing project manager for Sutton ElectronicsCorporation, manufacturer of electronic fire alarmsystems for motels, offices, and other commercial installations.
Eric's first project involved the development of a marketing plan for Sutton's revolutionary new alarm system based on sophisticated circuitry thatwould detect and identify a large number of dangerousgases as well as smoke and very high temperatures.The device was the brainchild of Ira Magee, vice-presidentof research and the technical wizard responsiblefor many of Sutton's most successful products.
It was unusual for so young and relatively in experienced an employee as Eric to be given control of sucha potentially important project, but he had shown skillin handling several complex, though routine, marketing assignments. In addition, he had the necessary scientificbackground to allow him to understand the benefitsof Magee's proposed gas detection system.
Four weeks into the project, Eric was getting quite worried. He had tried to set up an organizational andplanning meeting several times. No matter when he scheduled the meeting, the manager of the manufacturing department, Jaki Benken, was unable to attend. Finally, Eric agreed that manufacturing could be represented by young Bill Powell, a Benken protégé who had just graduated from college and joined Sutton Electronics. However, Eric was doubtful that Powellcould contribute much to the project.
Eric's worry increased when Powell missed the first planning meeting completely and did not appear at the second meeting until it was almost over. Powell seemed apologetic and indicated that plant floor criseshad kept him away from both meetings. The project was now five weeks old, and Eric was almost threeweeks late with the marketing master plan. He wasthinking about asking Ira Magee for help.
Questions: Do you think that Eric should involve Magee at this point? If so, what outcome would youexpect? If not, what should he do?