Jensen Shoes: Jane Kravitz

Story
Parikshit Mishra 2111204
Kyatham Manaswini 2111155
Krishnakant Gupta 2111147
Agrawal Abhishek Sharad 2111018
Ankit Chandrashekhar Pokale 2111210
Anushka Ashvinbhai Makwana 2111046
 ● Jensen Shoes is a company
producing athletic and casual
footwear for children and adults.
● It was established in 1953 in United
States.

Demographic ● By 2004, the company was making

significant progress with a revenue of

Analysis $265 million and 4500 employees

worldwide.
● During last decade, the sales of
casual footwear began to flatten.
● Thus, necessitating the need to
diversify to diversify the products.
 Project Flowchart
Sally Briggs

Taylor Chuck

Robert Murphy Kyle Hudson Jane Kravitz

(Children’s Shoes) (Athletic Shoes) (Casual Wear)

Cheryl Abbott Larry Bunton

Lyndon Brooks

African
Women Pre-teens Latino American Mature Men College
 ▪ Chuck Taylor
▪ Was the director of strategic marketing at Jansen Shoes
▪ Was given the responsibility of coming up with a new marketing strategy to increase
the sales in the flattening casual wear segment of Jansen’s product portfolio

▪ Jane Kravitz
▪ A well-respected manager who has proven herself multiple times
▪ She was pulled up to work as a strategic product manager by Chuck Taylor, the
Director for strategic marketing for Jensen Shoes
▪ She had three people working under her viz.
• Lyndon Brooks
• Larry Bunton
Key Players • Cheryl Abbott

• Lyndon Brooks
• Was assigned to work under Jane Kravitz
• Had very average performance reviews that he garnered during his 3 years at Jansen
Shoes
• Chuck Taylor was skeptical about senior management choosing him for the new
project
• Lyndon himself wasn’t excited to switch to the new project and wanted to get back to
managing staff, his previous role.

• Patty Russell
• Was a HR professional at Jensen Shoes
• Had a reputation of effectively handling sticky situation
Challenges faced by Jane Kravitz

Dealing with Black Sheep:

• Two s.o.’s might be an unrealistic assignment
• Less business trip more personal trip
• No concern about the deadlines for his S O

Delivery of SO’s on time:

• Question on her management skills

• Indirect comment of not meeting the deadline of S.O

Issued faced by the Lyndon Brooks
● Lyndon was demotivated
● As all other co-workers were working
on the one project, he had to work on
additional environmental project
● It was the perception that Lyndon
Brook was better at understanding the
requirements of African American
market ,but actually he had no
experience in dealing with latino
american population.
● He was previously working under two
managers,and initially expectations and
priorities were not conveyed to him so
it was difficult for him to do the task
 Stepping on two boats:

• She can’t plan his termination and

look for a job for him.
• She should:
• Motivate him to do his job
• Look for someone who can
do it.
Not Compromise on the SO:
Recommendation • Lyndon’s past record is against
him.
to Jane Kravitz on • His work quality has met
expectations but he misses out
future actions •
on targets.
Get him to start working on
African-American Market & plan
for the Latino Market.
Plan to Terminate:
• Inform him about the termination
plan. She has support from Chuck.
• Include HR in this discussion and set
the right expectations with Lyndon.
• Document his performance. This will
put a chip on his shoulder to buck up
and deliver.