What other changes might be required to turn things around?

Kyle Evans at Ruffian Apparel

INTRODUCTION
It was July 1, 2007, and the newly hired regional manager of Ruffian Apparel, Kyle Evans, sat in the
Juniper Mall food court in Kelowna, British Columbia, sipping on his coffee. With the back-to-school rush
fast approaching, it was critical to get the Kelowna store back on track. The store had been without a
capable store manager for several months, and sales figures were far from optimal. In the interim, Ruffian
Kelowna was being run by an inexperienced full-time employee who had been granted store manager
status and who was dealing with a significant staffing shortage. It was clear to Evans that this store needed
help.
With his own performance evaluation and compensation tied to the success of the stores in his region,
Evans needed those Kelowna sales figures to go up, and soon. Was it as simple as finding a new store
manager? What other changes might be required to turn things around? It was up to Evans to figure things
out prior to returning to Vancouver in two days. There, he was to report to his new boss, operations
manager Jason Wilcox.

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