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Outline

I.

II.

III.

IV.
V.

VI.

Overview of Industry
A. Industry Growth (based on financials, numbers)
B. Industry Opportunity: Market size
1. Number of people owning cars
2. How often cars breakdown and need repair
C. Industry Threat: Competitors
1. Big Players in the market
2. Potential of small players in the market (scale is like
W&J)
3. Strengths of players in the market and weaknesses
Company Background
A. Brief history (evolution from small upholstery to one-stop shop)
B. (Segue from A.) Branches (Brief intro or picture of each)
C. GOAL: Earn enough to support family; Mission/Vision
D. Organizational Structure/chart (family members heading each
shop)
E. USP: Trust/Customer Relationships and Flexibility
Overview of Process
A. CAPACITY
B. SERVICES OFFERED
C. Customer Service/Flow Management
1. Acceptance of Client (From call, pick up, what if full,
etc.)
2. Client Exit (Payment, setting prices, etc.)
D. Supply Chain Management
E. Inventory Management
F. Servicing Process (the checklist, assignment of personnel,
checking of work done by head mechanic)
G. Employment and Training
H. Customer Relationship Management
1. Customer Database
2. Accepting calls in wee hours
3. Pricing
I. Interbranch Operations
Guide Questions
Problems Identified
A. Causes of Problems
1. Small Scale Business
2. Chinese way of dealing with operations
3. Belief that messy is business
B. PROBLEMS PROPER
1. PRIMARY: Inconsistency of Quality of Services
offered
a) Despite USP, its a select which
actually feel this
2. Inventory Management
3. Interbranch Operations
Important Qualifiers/Considerations when proposing solutions
A. Does not plan to expand into big corporation

VII.

VIII.
IX.

B. Owner still wants to be hands on


Proposed Solutions
A. PRIMARY: Inconsistency of Quality of Services offered
B. Inventory Management
C. Interbranch Operations
Other Recommendations
A. In case of plans to expand...
Conclusions

CASE DESCRIPTION
The primary subject matter of this case is the consistency of Wilson & Jacksons inter-branch
operations with focus on customer processes, customer relationship, and employee training.
Secondary issues examined concern branch-level operations which include supply chain
management, and inventory systems.
CASE SYNOPSIS
Wilson and Jackson Automotive (W&J) operates as a one stop shop for all car-related needs,
and focuses on service and flexibility. W&J was intended to be a small business that could earn
enough to support a family. It started as a small branch in Manila. However, as W&J started
building strong trust with clients through their extensive services and excellent communication, it
began experiencing great growth and success.
Given that it was the family's first time running a business, operations were very simple.
Processes were traditional due to the Chinese background of the owners. Jacinto, Sr., the head,
was very hands on with the operation of the Manila branch. As the business grew, he saw an
opportunity to let his children take part in the family business. He set up additional branches in
Malabon and Banawe, and allowed each of his children to run a branch. Since the branches
were separate from each other, each sibling had his own way of running the business. From the
way they treat their customers, how they train their employees, how relationships and personal
biases affect decisions and more, the branches differed greatly from each other. Due to the
independence of the branches, theres no standard way of servicing clients which leads to
inconsistency in the quality of service that ultimately affects customer perception. In addition, as
a trickle-down effect from the business being run traditionally, branch-level operations are also
affected. The usage of gut feel is common and contributes to the inability to track and monitor
the supply chain and inventory properly.
In time, W&Js business model will be outdated. More competitors will compete, and without
improved, consistent and sustainable operations to satisfy its customers needs, the business
will not last.

CASE BODY
I.

Industry Overview

Automotive repair industry


The automotive industry has grown highly competitive through the years, along with the growth
of auto industry particularly in the Philippines. The year 2015 started with a Year-on-Year growth
of 19.3% over the January 2014 Sales. Statistics reveal that the total automotive industry has
already grown to a billion peso industry occupying a significant portion of the pie in the total
GDP of the Philippines.
This growth is not just seen in the growth of private car ownership, but also in car-related
transportation services such as Grab Car and Uber. Another byproduct of the trend is the
emergence of automotive and car repair shops which are popular in Jose Abad Santos, Manila.
Competitive environment
Given highly-dense competition in the industry, each business player is continuously challenged
to differentiate itself from the rest. More often than not, players are left with two choices Offering differentiated and specialized services, or becoming a one-stop shop for automotive
services. Despite differences in the scope of services, successful automotive shops all share a
commitment to high quality service. With intense competition, customer loyalty plays a
significant role in maintaining healthy margins. There is no better way of sustaining customer
loyalty than by selling a unique experience, rather than just a product.
Aside from developing close ties with customers, the success of the automotive industry,
particularly those who regularly deal with car parts highly depends on developing good
relationships with suppliers. Good supplier relations yield various benefits, namely: (1) Cost
savings from possible purchase discounts, (2) High level of quality for such materials which
translates to good customer impression, eventually leading to sales, and (3) More efficient
overall operations management due to reduction of possible stock out costs.
II. Background
History
Wilson and Jackson started out in 1965, when Wilson, the eldest son, was born. It started as a
small upholstery shop, then named Wilson Upholstery along Jose Abad Santos, Manila. The
shop was set up using capital that was loaned from various family friends and relatives. The
main reason for setting up the shop was so Jacinto, Sr., Wilsons dad, could put food on the
table for his 6 children. Beyond the founders expectations, it now has 3 shops. After gaining a
good reputation in the Chinese community, particularly in the Binondo area, Wilson Upholstery
grew into Wilson and Jackson Automotive Repair Shop. W&J started offering services such as

car repairs, paint jobs, buy-and-sell of second hand cars, and even dealing brand new cars. It
has also recently started offering insurance services as well.
When Wilson graduated from college with a degree in marketing, he took over the first W&J
branch in Manila. His siblings followed, helping out with the shop. After gaining such a client
base, they have seen that expansion may be possible.
Jacinto, Sr. wanted his children to work for the family business. To accommodate all of them,
branches in Malabon and Banawe were set up. Given that one of their main differentiators is
being able to converse in Mandarin and Fookien which helps in gaining the trust of Chinese
clients, they expanded into areas such as Malabon and Banawe which also had nearby Chinese
communities. W&J Manila has the most Chinese clients, given its location and status as the
original branch. Chinese clients look for someone they can trust, and W&J has earned this in its
50 years of existence. Because of this trust W&J, many of the loyal customers are third
generation clients--meaning, their fathers, and grandfathers were also clients of the business. In
doing business.
Initially, Jackson and the youngest brother Jacinto, Jr. both ran the Malabon branch which has
a 120-car capacity compared to the 48-car capacity of the Manila branch. The Malabon branch
veers away a little from the common Chinese client demographic of the Manila branch, since the
younger brothers do not speak Mandarin as well as Wilson. Despite this they keep the same
traditional way of running the business. It really appeals to the customers how the owners would
deal with them face-to-face with a personal touch once they become regulars. A lot of the clients
are in fact referred by older clients who have established a deep rooted relationship with W&J.
After Jackson went to Canada for 3 years, the Malabon branch was left to the care of Jacinto,
Jr. Junior ran the business with the youngest sister Joanna. Being the 2 youngest they had their
own style of running the business which did not deviate too much from the traditional Chinese
way of dealing with clients. They were the first to make a Facebook page, and even used to
have a Multiply account to promote the buy-and-sell of second hand cars. The Malabon branch
had more online advertising compared to Manila which solely relies on word of mouth, simple
sponsorships of programs, or newspapers. Junior, however, continued how Wilson dealt
personally with clients. When he was younger, he would even personally do some of the
maintenance check just to show the client how hands on he is with the operations. As Wilson
aged, he could not really do this anymore, but he compensates for it by directly overseeing
operations. Junior is only in his 30s right now, so he still continues doing it. Junior has a wider
network outside the Chinese community and Malabon branch have a more diverse client base
which includes some celebrities from ABS-CBN.
When Jackson came back to the Philippines, they surveyed for a new location and found a good
spot in D. Tuazon, Banawe. There is greater potential in this area because of its known
reputation of being the go-to place when it comes to automotive needs. However, the challenge
the business had to face was to distinguish itself due to threat of competition.

USP
The value proposition of W&J is that its a one-stop shop for all car-related needs with a focus
on customer service and flexibility.
Competitive advantages which W&J employs include having the trust of clients. Initially, this is
done through the personal network of the business owners. Eventually, referrals from family and
friends link first-time customers with the shop. When these first-timers experience W&Js quality
of service they also bring in more business for the shop. Although W&J primarily relies on word
of mouth as its main advertising channel, it also seasonally places ads on some Chinese
publications. The bottomline is that W&J's main strategy is focused on the development of deep
customer relationships by forming an intimate understanding of their clientele.
W&J then utilizes its value proposition of flexibility in order to ensure that the services provided
are suited to the customer. It prides itself in personalized after-sales services, making sure that
clients needs are properly addressed. Of course these services are still limited to the
capabilities of the store. Flexibility even extends to the time which service can be rendered. For
regular customers and insured clients, the owners entertain calls even at the wee hours of the
morning when they get into any car-related problems or accidents. Most of the cases
encountered are road accidents. W&J already has set contacts for towing services, and
attorneys for legal matters to help the clients. W&J also does not earn anything from these but
goodwill, as the client only pays for the services offered by third parties. Moreover, as an
extended service, W&J also offers insurance services to its clients should they opt to avail of
such. The company's care for its clients is also manifested in its initiative of calling its long-time
clients to remind them of their upcoming LTO car registration ahead of its expiry.
III. Overview of Process
In order to study the differences in W&Js operations, W&J will be analyzed on both an interbranch, and branch level of operations. This difference is highlighted because of different
concerns for each. In terms of interbranch operations, the focus of the analysis will be customer
processes, customer relationship, and employment and training. In terms of branch level
operations, the focus will be supply chain management, and inventory systems.
Inter-branch Operations
With three branches, Wilson and Jackson has several issues with consistency. Each sibling of
the family independently handles one branch. With little to no coordination among the branches,
consistency in customer relations and processes, as well as training have become problematic.
Customer Relationship
Given that the automotive industry is a high value business, customers tend to be very picky
when choosing the company they will trust. This aspect of trust is further highlighted by the
primarily Chinese profile of W&J. Empirical evidence suggests that when dealing with Chinese
customers, it's either you'll have them forever or never.

The initial transaction tends to play a significant role in the determination of the future of your
relationship with them. When it comes to systems and operations, Chinese clients are not so
concerned with standardized mechanics. This phenomenon makes it even more complex for
businesses to develop lasting relationships with Chinese clients. You have to strike the proper
balance between standardization and what suits their individual tastes. The problem of
consistency is especially seen when looking at inter-branch operations. Inconsistency among
the branches may put off potential clients for the company.
One-Stop-Shop
W&J offers a variety of automobile services, and markets itself as a one-stop-shop. However,
offering such a diverse set of services places great strain on the business operations.
Consistency is important in the service industry. Offering such a wide array of services may
distinguish W&J from its competitors, it also poses greater challenge for the business as it
distorts specialization by dividing its focus among its different segments. During an interview,
the owner of one of the branches disclosed how paint jobs required a great deal of skill as a
relatively small mistake would require the whole job to be redone. He also mentioned how he
would sometimes personally assist clients who got into accidents as far as Paranaque City.
Other services include regular change oil tune up, car registration, and repairs from car
accidents. Generally prices would range between PhP 2,000 to PhP 3,000 for regular
maintenance while repairs from a car accident would start at PhP 5,000. These prices are highly
competitive and could sometimes even be half of what other shops offer.
Aside from offering convenience, W&J highlights the quality of service. To ensure that all
services are rendered, checklists posted on the windshield of the car are used to track the
progress of each job. Upon completion depending on the size of the job, the chief mechanic or
the owner inspects the car. However, no guidelines are used to determine quality. Quality
control is still heavily subjective. Upon and even after pickup customers may return with follow
up repairs if the job was improperly done.
Each branch also tries to strive from the same quality of service. However because of the lack
of coordination and the fact that each branch is independently run, quality of service is not
consistent among the different branches with different approaches in management. This issue is
mitigated since customers are not expected to go from one branch to another. In special cases
wherein a client of one branch needs to go to the other, the head of the branch will call up his
sibling who is handling the other branch to endorse the client. This system, although seems to
work, is also dangerous. While different clients have varying expectations, preferences and
requirements, having a unifying quality and climate of service might help reinforce overall brand
sustainability.

Employment and Training

Because car repair is a labor-intensive industry, the hiring and training process directly affects
the quality of the work for each job. However, despite this, W&J has no standard for recruitment
and training common to all the branches.
Similar to the daily operations of the branches, the system for recruitment and training vary
based on the preference of the business owner. This inconsistency contributes to the overall
inconsistency in the quality of service from branch to branch.
Branch Level Operations
In order to better understand the situation of W&J, the operations of a particular branch were
analyzed. Being near to the Chinese communities of both Binondo and Banawe, the branch in
Jose Abad Santos was chosen. The main processes highlighted are the customer flow, supply
chain management, inventory system, and employment.
Customer Flow
Upon arrival at W&J, a customer would be directed to the administrative office. The car would
be parked on the floor space which can accommodate up to 48 cars. However, only 32 jobs are
accepted at any given time to leave allowance for laying out spare parts, tools, and other
materials.
In the administrative office, one of three secretaries will talk with the client, and fill out a
checklist for the job. Afterwards, a schedule is then set for the pick up of the car and the
customer leaves their contact information to be used for any changes due to unforeseen
problems with the car. If additional problems are found, the secretary would inform the customer
and determine the appropriate actions and additional fees. This could cause delays with the
scheduled pick up of the car so adjustments should be made. W&J first ensures that the client
is amenable to making additional repairs for the new damages found before proceeding to do
the actual job. This is to ensure that the company is not going beyond what the client would
allow. Before the pickup, the car is thoroughly cleaned and waxed for free.
Payment is usually done upon pickup, with the exception of major jobs which may require a
down payment. Generally only cash or cash equivalents are accepted to avoid bouncing
cheques. Staggered payments are also not accepted as it may be difficult to collect in the future
and may result in uncollectible accounts. There are exceptions however, once a customer
becomes a regular wherein W&J accepts payment in cheques.
W&J's clients are mainly composed of genuine Chinese Nationals with a few local Tsinoys.
Hence, the company's approach in terms of customer flow is heavily characterized by traditional
Chinese activities. Language, particularly Mandarin, serves as the strongest bond that creates a
climate of trust between the client and the company. Because of this climate of trust, seasoned
clients just leave their keys with W&J without hesitations when asking the company to make
repairs to the cars. Contextually, W&J also had various initiatives when it was still starting to
achieve such high level of trust. The owner himself would usually go to the clients' house to pick
up the cars and bring to the shop to be serviced.

Supply Chain Management


As earlier mentioned, having good relations with suppliers is crucial to the success of a
business, especially one that operates in the automotive industry. It can ensure the high quality
of materials used and can help business owners acquire supplies at favorable prices.
Currently, W&Js three branches have uniform suppliers only when it comes to large volume
orders like screws, and items which are used daily such as lubricants and painting materials.
For the rest of the inventory items, the branches order from different suppliers depending on
who the branch managers have developed close relationships with. This enables each branch
to obtain supplies at more affordable prices. However, this still poses a problem as the quality of
materials used may vary from one branch to another, leading to inconsistencies in the services
rendered.
Because the branch heads order from suppliers with whom they have strong ties with, it has
been very easy for them to build good supplier relations. Oftentimes, it is the supplier who gets
in touch with them to ask if there is anything that they need.
Inventory System
Being an automotive repair shop, it is important for W&J to have enough inventory on-hand to
meet customers demands and perform the services needed by their clients. Currently, however,
W&J does not have a fixed system when it comes to managing their inventory. Having no set
order quantity and reorder point, they depend a lot on tantsa and gut feel in determining how
much inventory to get from their suppliers, and when to order them.
Furthermore, W&J also does not have an organized approach to keep track of how much
inventory they have. Before December comes, they simply check if they still have stock of the
various items, but they do not keep a record of the exact count of each item. This makes it
difficult for them to know until when their supplies will last.
Without a centralized inventory system, W&J faces the risk of encountering situations wherein
certain materials needed to finish a job are out of stock or are not readily available. This can
cause delays and customer dissatisfaction, and may ultimately translate to lost business.
Scrap inventory is also not being properly accounted for. Due to lack of standardized protocols
of disposal, these types of inventory become waste as their possible salvage values are not
realized. There is also a possibility that this might encourage a theft by the employees. The
bottomline is the lack of standard system of managing the flow of inventory in the business
makes incidents of theft or loss prevalent.
Employment and Training
Currently, the branch employs 27 workers including 2 chief mechanics working from 8:00 am to
5:00 pm each day. In order to ensure the integrity of each worker, applications are only
accepted with a recommendation from a trusted party. New workers start out as wash boys who

clean the car after it is serviced. Eventually, new workers are trained for specific jobs to perform.
This division of labor increases the quality of specific jobs through specialization while
increasing accountability for specific tasks. Competitive pay and additional bonus are given out
to prevent high attrition within the workforce and encourage quality service. We observed that
this branch places a high premium on the quality of its labor. This level of quality might be
observed by other branches through different approach other than premium on quality of labor.
IV. Guide Questions
1) How do Chinese people conduct business?
2) What are the problems of the traditional Chinese way of running a business?
3) How do Chinese customers like to be dealt with?
4) Describe W&J's supplier relations? What are the pros and cons of how they
choose their suppliers?
5) How should W&J strike the proper balance between its traditional Chinese
operations, and the need to be more internally systematic?
V. Problems Identified
Interbranch Consistency
The first of the issues to be tackled by this study is the consistency of the quality of services
offered by all branches. Due to operations which are not standardized, quality offered may be
different from time to time. This may result in difference in materials used or no definite basis for
measuring results of the repair work. Since the three branches do not coordinate and have no
centralized system, it is possible that when a client from the Manila branch visits the Malabon
branch, he may find inconsistencies with the time needed to perform a particular service.
Moreover, because of the tantsa aspect of W&Js way of doing business, unavailability of
certain spare parts and materials might further highlight inter-branch inconsistency. This reflects
poor dynamics among the branches.
Inventory System
The focus of the study will be the automotive repair services offered by W&J. As mentioned
above, W&J offers a full range of car-related services from re-painting to repairing engines, to
offering insurance, and fixing bumps from car accidents. Consequently, each branch must have
adequate inventory on-hand to meet anticipated demand. An inadequate inventory management
system raises costs, and can translate to lost business because of ordering lead time.
Customer Relationship Development
In relation to this is the lack of a standardized way of servicing its clients. Being in the service
industry, since what is offered is intangible, the way a company treats its client is important.
Despite operating under the same name, a customer from one branch may find difficulty in
availing services in another. This is due to the fact that it is operated independently under
different family members. Thus, the records kept, or the lack thereof, are different per branch.
For example, a customer from branch A who plans to avail of services in branch B due to the
proximity of the branch to his place may need to contact the owner of branch A to be able to be

served well in branch B. This poses a problem because in business, customer satisfaction
comes from the way a client is served. If a business is unable to track its client records and
needs, it will be unable to serve them well.
VI. Important Qualifiers and Considerations
Traditional Chinese Roots
One important consideration for the solutions to the issues for W&J is the Chinese Culture that
serves as the foundation of the business. A lot of the inefficiencies with how Wilson & Jackson
runs its business are also the reasons why the business was able to grow to what it is today.
Unique Customer Profile
Given that the automotive industry is a high value business, customers tend to be very picky
when choosing the company they will trust. This aspect of trust is further highlighted by the
primarily Chinese profile of W&J. According to studies, when dealing with Chinese customers,
it's either you'll have them forever or never. Initial transaction tends to play a significant role in
the determination of the future of your relationship with them. When it comes to systems and
operations, Chinese clients are not so concerned about standardized mechanics. For them, as
long as it works, it's fine. One remarkable insight and symbolism we got from the owner is that,
"Pag magulo, may negosyo," referring to the scattered materials inside the office. This
phenomenon makes it even more complex for businesses to develop lasting relationships with
Chinese clients. You have to strike the proper balance between standardization and what suits
with them. That is where W&J's advantage comes in -- deep understanding of its clients.
Specialized Form of Service
When the business started out, its customers appreciated how hands-on the owners were with
the business (versus systematic and impersonal). For example, it was the son of the owner who
was made to commute by jeep to fetch cars that needed to be repaired. Today, they continue
with this legacy of service by having the youngest of the brothers do the mechanical work under
the car. According to the owner, the customers also appreciate that they arent meticulous with
forms and procedures.
Unique Supply Chain System
Lastly, it may be seen as inefficient that Wilson & Jacksons suppliers are their suppliers, not
because theyre the cheapest, or because they have the highest quality, but because theyre the
friends of the owner. While it may take a bit away from their bottomline, the act of giving
business to friends, helps bring in more customers through word of mouth. Being marketed by
word of mouth is something especially important with Chinese clientele as the Chinese are
reluctant to trust those who are outside of their network. Quite a number of Wilson & Jacksons
customers are intergenerational. That is, their grandfathers and fathers were customers. The
Chinese like to know who they are doing business with. You know you have their trust once they
let you make their decisions for them and just let you charge it to them later on, knowing that
you have their best interest in mind.

Given their clientele, it may not be wise to drastically change to a more Western business
model. The challenge with Wilson & Jackson is to strike a balance with their traditional Chinese
style of transacting business, and the efficiency required for them to become more competitive.
VII. Proposed Solutions
To address the three main issues identified, which are inter-branch consistency, inventory
system, and customer relationship development, the three main proposals identified are
interbranch organization, standardized inventory management system, customer driven
process.
INTER-BRANCH ORGANIZATION
Attaining interbranch organization involves a three-level process which includes developing a
customer database, creating a formal organizational structure, and implementing a standardized
protocol.
Developing a customer database starts with compiling all relevant customer information from all
the branches and storing it in an accessible and real-time editable cloud, which will allow all the
branches to identify their key customers as a business in general. This will pave the way for
greater inter-branch flexibility when a customer of one branch visits another. Moreover, W&J
could conduct regular rounds wherein once or twice a month, the owners will check on the other
branches to see how operations are, so they can both correct instances of subpar service, and
also adopt the best practices of other branches.
Creating a formal organizational structure would assist in inter-branch operations by employing
management level employees who will oversee daily operations when the business owner is not
present. Having a more standardized organizational structure will also enable the business to be
more flexible when it comes to its human resources. Having a more formal organizational
structure should also come with more formal and centralized training for the employees,
particularly the mechanics as they are crucial in maintaining the consistency in the quality of
service.
Standardizing protocols focuses on finding systematic methods for tackling certain issues,
especially inventory, as well as incidents of theft and loss. By establishing standard rules and
regulations in the business, W&J could lessen wasted resources, and instances of loss or theft
even in the smallest belongings of the customers. Moreover, standardized protocols could bring
greater efficiency for the business as it provides W&J with a check-and balance mechanism to
ensure that everything is under control which will prevent possible disruptions. It will ease
everyday operations while providing a metric to oversee the efficiency of operations. This could
include procedures for rework of jobs, and maintaining suitable inventory levels. Having
standardized protocols also enables smoother flow of information and resources within the
business, which will eventually translate to greater profits from higher quality of service and
greater customer satisfaction. This also includes establishing a scheduling tracker system to
ensure that all jobs are being done on time. Standardizing protocols could also include
standardizing the rates and services all the branches offer.

STANDARDIZED INVENTORY MANAGEMENT SYSTEM


Currently, W&J does not have a fixed system in terms of purchasing, setting-up, and tracking its
inventory. Despite having 3 branches, W&J does not always order from the same supplier. They
try to order based on the demand of all stores in order to decrease costs. However, when the
head of a particular branch finds a more affordable supplier, or someone they personally know,
they will order from them instead. Therefore, costs are not uniform and quality of materials used
vary from one store to another. W&J also does not have a particular way of tracking how much
inventory they have and when they should re-order. They do not consider lead time, and the
possibility of being out of stock. They operate with the typical Chinese attitude of tantsa and
follow their gut feel. There are times when they would order materials only when they find out it
is out of stock, or if they feel that the amount left is about to be used up.
We recommend that W&J as a business should also have a centralized supplier database to
ensure that they get the best parts and materials at the least cost. This will also ensure greater
consistency among the branches as spare parts and materials play significant role in delivering
high quality service to their customers. Good and efficient business-supplier relations eventually
translate to better customer relationships. Aside from this, we also recommend that they
implement an EOQ system to avoid stockouts and delays, and standardize their supplies
acquisition process, which is essential for business stability. This involves forecasting potential
demand for the period and determining the ideal order quantity, so that entire purchasing
process becomes optimal. Also, the three branches could coordinate in ordering the staple
supplies like lubricants to avail of bulk discounts over the standard discounts received by each
branch. This would also have the additional benefit of cutting ordering and delivery costs.
Inventory management also extends to tracking inventory on hand and even scrap inventory.
We recommend that W&J tweak its office layout to ensure that all significant inventories are
properly kept and would be less prone to theft and loss. Moreover, it includes tracking what gets
in and out of the on-hand inventory to enable the business to have adjustments with its
purchasing operations. Spare parts and other scrap materials should also be properly tracked
and disposed of to ensure that their value, even if minimal could be realized.
Customer Driven Process
The previous two recommendations focus on increasing the standardization of the business.
However, the profile of the customer must also be considered. Currently, Wilson & Jackson
leverages on its traditional style of operations which highly appeals to its customers given that it
is usually less hassle for them. However, the traditional style is not necessarily the most efficient
for the company. This style focuses on building customer relationships and tailor-fitting the
service to each customers specifications or needs. With this, the operations of the business
seems to be the perfect combination of simplicity and complexity. It is simple in terms of how the
customers must deal with W&J when availing of its services, but complex in terms of W&Js
internal systems and interactions with each customer as it becomes specialized and hands-on
to fit every circumstance. However, this is not without cost. Great as it sounds, the traditional
style is hard to maintain, and can be inefficient once a business grows.

Being a one-stop-shop for all car-related needs, W&J may work more efficiently if it decides to
outsource certain jobs. For example,W&J can partner with those that specialize in painting.
Paint jobs are usually one of the most expensive and cumbersome services that a competitor
removed it from the services he offers because paint jobs usually require rework. If W&J
outsourced this, it could focus more on repairs and maintenance checks. This helps W&J
specialize more and offer better quality service to its customers. The creation of this partnership
would have to be done carefully as the quality standards of the third party may be below their
own.
Moreover, implementing innovations in the business does not always mean creating a headache
for customers. The key is to make sure that the customers are with the business in identifying
issues, and implementing innovations to address these. This could mean improving the
customer feedback mechanism. The implementation of all these recommendations should still
be tailor-fit to the unique behavior of W&Js key customers, which serves as a strong foundation
of the business..
Finally, the hands-on approach of taking the business is highly recommended as the owner is
the individual who initially creates trust with the Chinese community. However, as a long term
relationship is built with the customers of the business, this trust should eventually be
transferred from the owner to the brand of W&J. The bottomline is W&J should live up to its core
promise of treating its customers, not as customers, but as partners.
VIII. Conclusion
In the midst of tight competition, it is important for every business to continuously improve.
Every improvement should focus on translating efficient operation to greater customer
satisfaction, and ultimately higher profits. However, as in the case of W&J, a fully standardized
system might be too restricting for the business. The nature of automotive industry coupled with
W&J's unique customer base require the business to be more flexible when dealing with
standardization of operations issues. In the end, W&J should strike the proper balance between
standardizing operations to make internal processes smoother, and catering to the unique
behavior of its Chinese clients who mostly believe that as long as it works, nothing needs to be
fixed.