Thus, the lack of strategic vision and the spreading of intellectual resources -- reaction rather than strategic vision, seems to be at the core of Le Petit's issue. Spreading research dollars and human capital across so many platforms, in fact, does not allow for a focused approach to a specific market niche, but diffuses the line and makes it even more vulnerable to market cannibalization.
Gagne's Task -- Brigitte Gagne' has quite a difficult task, considering that her position in the company is as Director of Research and Development. We are not clear about her horizontal level of authority, but assume she must make recommendations, not necessarily decisions. Her initial tasks, though, seem fairly straightforward:
Institute a strategic plan and stay focuses; if that is high-end, fuzzy logic, so be it.
Move R&D resources onto that project, with only minimal human capital supporting older brands.
Reinvigorate the division with realistic goals, information sharing sessions, and the ability for staff to contribute and buy-in to the new project and focus.
Work with marketing to aggressively appeal to a certain level of customer: use mystery, exclusivity, and uniqueness.
Work with an international public relations firm to provide some...
While company is focused on this project, spend time also focusing on the next level of project. Strategically plan rather than react.
Realize and focus on the fact that not everyone wants a Ford Focus -- there will always be a market for higher-end items -- that market must simply last longer (which causes fewer product turns); have a better guarantee, and must be more expensive than the bargain basement brand, but not so expensive it is completely out of reach.
