Growth & Deciding
4.
Is Trevor a manager or an entrepreneur, site your evidence from the case? Develop a table listing the pros and cons for each (incorporate relevant data from the case)?
Entrepreneur | Manager |
Creativity – wants to create a company where he can pursue his own vision and strategy | Trevor and Ruth has no management training |
Taste for the risk, want to try even if he fails | Management issues + complicated relationship with Ruth |
Doesn’t want to impact the entrepreneurial spirit of the group during the marriage breakdown | Trevor is the managing director but takes more admnistrative and managerial tasks to cope with the growth of the company and staff |
5.
How did Trevor achieve the sale of his company to Ten Alps? What were Ten Alps buying?
At the beginning, the deal was under the form of a collaboration between Ten Alps and Below the Radar. Trevor’s company would help Ten Alps develop more contracts in Belfast and in the meantime, Ten Alps would help Below the Radar expending itself on the national and international market thanks to their name and reputation.
However, Ten Alps got cold feet on that idea, and the deal took another direction. They offered to buy Below the Radar, and put Trevor as the managing director of the company. They would therefore provide Trevor a small pay-off, fund larger facilities in a better area of Belfast. They would also keep the hands-off management style and provide the Below the Radar’s team bonuses if their performances were good.
6.
How do you evaluate Below the Radar’s relationship with Ten Alps?
The Below the radar’s relationship with Ten Alps has pros and cons. At the beginning, it is a highly profitable relation for Below the Radar. The company starts to reach a £250,000 profit and many contractors are inclined to work with Trevor, reassured by the Ten Alps’ name.