purpose of this paper is to finalize the LEI situation. The initial step will to scan though the internal and external of the situation to understand why do the problems happen? What will be the results? In searching for the answers, the process will to describe the situation, identify the key players, key challenges, and opportunities. Framing the right problem will define the root causes of the situation. Developing a SMART End-State Goals will be the next step for the outcomes of the end results. The final steps will analyze the alternatives, evaluate the results, and mitigate the risks, and optimized the solutions with the measurable future timeline within 3 years.
Situation Background (Step 1)
In 1978, Shang-wa Electronics, a small Korean manufacturer of capacitors, entered into an exclusive United States distribution contract with Bernard Lester, who then officially founded Lester Electronics, Inc. (LEI) (, 2006). Lester Electronics, Inc. is a consumer and industrial electronics parts master distributor; the company markets its products to small- and medium-sized original equipment manufacturers (OEMs), repair facilities, and small local distributors throughout the Americas and Europe. The company’s revenues estimated at $500 million a year. Lester Electronic Inc. went public and traded on the NASDAQ market with rated Baa by a nationally recognized rating agency (University of Phoenix, 2006. Scenario One).
The key players are John Lin, CEO of Shang-wa Electronics, Bernard Lester, and CEO and found of Lester Electronics, Inc., David Antone, CEO of Transnational Electronics Corporation, Robert Paget, Vice President of Acquisitions, Avral Electronics, and Peter Zack, Managing Director, Silver Socks Company (University of Phoenix, 2006. Scenario One).
John Lin CEO of Shang-wa Electronics, which began manufacturing capacitors in 1969, builds a small,...