Goodwin Case Study Analysis

Goodwin Case Study Analysis

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Goodwin Case Study Analysis

Q1. Key Issues for Jim Junior and Pam

The key issues for Jim Junior and Pam were business and financial sustainability concerns, financial management and planning problems, and retirement-related issues. Clark (2012) suggests that the family’s financial demands strained the personal cash flow as Jim Junior and Pam wished to meet these demands. The two wanted equal financial treatment for their children, Peter, Mary, and Fred and this was financially straining the business and causing it some sustainability difficulties. For instance Mary, already financially spoilt, and her husband adopted a lifestyle beyond their means, yet Pam insisted on continuing to fund this lavish lifestyle from the business. Fred’s long-term medical complications required significant financial support from the business, and Peter needed adequate compensation commensurate with Fred’s financial support and Mary’s gifts. These issues cause financial strain to the business and interfered with its sustainability.

Also, poor financial planning was a concern for them as it culminated in the practice of saving little. This was exacerbated by Jim Junior and Pam’s assumptions that the business would provide the necessary retirement support. Furthermore, Pam was concerned about Jim Junior’s health and wellbeing, prompting her to suggest that he should retire, sell the business, or consider succession options. Discussions around these three options resulted in stressful situations for Jim Junior, Pam, and the entire family (Clark, 2012). The last key issue for Jim Junior and Pam was the questionability of Peter’s management abilities. While Peter was interested in becoming Goodwin’s president and change the enterprise, his parents were worried about his management capabilities. Besides, they were also concerned about how Peter would feel and react if they sold the business that was the only place Peter had ever worked with inheritance expectations (Clark, 2012).

Q2. Things to Have Been Done to Avoid the Situation

Three or four things could have been done to avoid the current situation. Firstly, the family should have engaged in informed and adequate financial planning to avoid plummeting business into these difficulties. The family did not have clear business succession and ownership plans (Clark, 2012), which was significantly affecting the business’ smooth running. So, Jim and his family should have created and implemented effective succession and share ownership, retirement, and estate plans to ensure that retirement and succession did not cause family conflicts, especially when a family member passed away. The second thing Jim Junior and Pam should have done is to mold Mary’s character by not spoiling her with financial support. This way, she would have adapted to living within her means, not adopting a lavish lifestyle that was beyond her means. Thirdly, they should have tested and verified Peters’ management capabilities, intentions, and plans of becoming Goodwin’s president. This would have enabled them to be sure that when he assumed Goodwin’s presidency, he would not plummet the business into further problems. Furthermore, Jim Junior and Pam should have established a separate benevolence fund for Fred, Jim, and other family members now that the family had a history of medical problems. Lastly, they should have sought timely and adequate financial advice regarding separating business financials from family financials.

Q3. Seeking Advice

The family has two options concerning who they should seek out for advice. The first entails seeking out advice from the family’s banker, who would be instrumental in drafting the estate plan. The second option involves hiring expert advisors to assist them in making vital business and financial decisions.

Q4. Next Action

Concerning what they should do now, Jim Junior and Pam should acquire an attorney or advisory and administration consultant to guide them in drafting business growth plans and comprehending the plans’ feasibility. The attorney/consultant would also deliver ample recommendations on retaining the business along with modeling Peter’s management abilities. Lastly, the attorney/consultant would provide suggestions for Jim on capital investment into the business once Peter succeeds him.

References

Clark, E. I. (2012). Goodwin sporting goods. Northeastern University, College of Business Administration & Richard Ivey School of Business Foundation.