The Pinnacle Maker Tool Business case is a case that studies using supervisory decision making and various decision-making designs. Don Anglos, CEO of Peak Company, a maker tool business, had a choice to make on whether to get another company. The business Anglos wanted to acquire was Hoilman Inc., a company known for their cutting-edge sensing unit innovation and interactions software application. Anglos had heard a reputable report that a rival company was planning a take-over of Hoilman, and by possibility, Anglos knew Hoilman well since of previous talks he had with them about a possible joint-venture that never exercised.
Anglos thought that by getting Hoilman, Peak might establish new software that would allow them to provide top-notch service to their consumers.
For the four years that Anglos has served as CEO for Pinnacle, he has used his gut instinct while making many risky decisions and it has proven to pay off handsomely. He was able to increase profit revenue growth and increase market share, but through making those moves, he has chipped away at the company’s strong profit margins.
Anglos recognized that it was time for him to change his strategy in order to help the company further; he wanted to transform the company into a high-tech service company in order to achieve growth and profit, and he believed that acquiring Hoilman would be a good place to start. However, some of Anglos’ colleagues did not feel the same way. CFO, Sam Lodge, insisted that the timing was not right to invest in Hoilman.
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