Essay About Simone York And Mary Griffin

Mary Griffin at Derby Foods
Essay Preview: Mary Griffin at Derby Foods
Report this essay
Jamie WrightB 321Mary Griffin At Derby Foods[pic 1][pic 2]Case AnalysisIntroduction –Recently The Derby Foods brand experienced a “re-energizing “ of its 150-year old brand.  This resurgence was due in part to Simone York, who had “designed and developed some ingenious co-branding opportunities…and his successful application of social media marketing and innovative advertising efforts” (Mary Griffin at Derby Foods Case Study).  Because of his success, York was promoted to brand manager.  York may have successfully reenergized a brand but his interpersonal skills seem to be lacking.  Run ins with the production staff and his own team are creating conflict and a lack of enthusiasm in the company.  Mary Griffin needs to meet with York to provide him feedback and coaching on how to better communicate with fellow employees of Derby Foods.Key people involved in the situation at Derby Foods are:Mary Griffin:  Vice President of Consumer ProductsJohn Shelburne:  Director of ProductionSimon York:  Brand ManagerTim Durham:  Assistant Brand ManagerProblem Analysis –1.   Simon York is causing distrust within the company.John Shelburne, Director of Production, informed Mary Griffin that York had noticed an imperfection on the label of one of the products.  “York charged down to the production floor and yelled at the staff for producing an inferior product.  He said that the production staff was ruining a potential long-term partnership” (Mary Griffin at Derby Foods Case Study).   This was not the first incident (see number two); Mary realized that York’s behavior was not a one-time isolated instance but a pattern of poor behavior.  “Trust is the foundation of any successful relationship, both personal and professional, and when it’s broken, it is extremely hard to repair. When employees feel they can’t trust leadership they feel unsafe, like no one has their back, and then spend more energy on self-preservation and job-hunting than performing at their job.  Talent acquisition costs and employee turnover costs increase (Which estimates put at between 150% – 200% of the employee’s salary)”