CASE Mysore Foods Limited produces and distributes packaged food products such as cereals, cookies, spices, jams and jellies, syrups, etc. The company has a national market and also exports small quantities to neighboring countries. Make a great national advertising campaign. It has 75 plants distributed throughout the country and sells 70 different products, each under its own brand. Although their products are all food products, they are not otherwise closely related. They range from long range specialties to comparatively small volume to high volume items with small profit margins. Different raw materials and other items are used in its processing and packaging. However, all products are sold through the same channel, ie retail stores and supplies. Gross sales are Rs. 25 crore and total assets exceed Rs. 12 crore. The management of Mysore Foods Limited is centralized. The Chairman of the Board of Directors, the President and the four Vice-Presidents responsible for sales, production, procurement and law constitute the highest executive level of the company and function as a committee on all general policy issues. Sales, advertising and sales promotion are in charge of the Vice President of Sales. All operations of the plant, as well as the research and engineering department, inform the Vice-President of Production. The purchase is the responsibility of your Vice President who also governs the traffic. Public relations, law and corporate functions are under the General Counsel. Financial responsibilities are handled by the President and employee relationships are covered by each Vice President in his or her own area of responsibility. The company was created by combining several food organizations and has acquired others since then. One of the organizers' theories was that there would be great advantage in wholesale distribution if a seller could cover an entire line in a call against several sellers, each calling to sell a single line. The savings in time alone would be of great value to the distributor. This principle has been maintained and has been successful as the company has grown. A sales organization manages all products. Each product is given specific time and attention by the sales organization according to their demands. The head of the field sales organization informs the Vice President. The Advertising Manager and the Sales Promotion Manager are responsible for advertising and sales promotion for the entire line, but each product has its own advertising and appropriation campaign. The Sales Promotion Manager is in charge of the missionary salesperson who contacts the retailers. To avoid negligence or error, a single product or group of products is assigned to one of the 20 Product Managers. Each Product Manager is responsible for ensuring that your product receives due attention from the sales organization, the production department and the advertising and promotion departments. It specializes in pricing issues and sales appeals of your product.However, he informs the vice president of sales, who has overall control. The Vice President of Sales can restrict any efforts of Product Managers if they are using their sales force to make special efforts on another product or product. There is no institutional advertising. All advertising is coordinated and placed by the Advertising Manager, while the final authority rests with the Vice President of Sales. Each plant is operated by a superintendent who is in charge of wages, maintenance, cost, production, quality, contracting, inspection and others. Normal plant operation responsibilities. Superintendents report to eight Regional Production Managers who are responsible to the Vice President of Production. The volume of production in each plant is programmed by the production control group informing the Vice-President Operator. The final schedules are set after consulting the Vice President of Sales. The business has more than doubled in the last ten years and profits, both gross and net, have increased. The number of plants has also doubled. Purchases have increased proportionately. New taxes and new reports to the government have added to the complexity. Management feels that certain problems are potentially dangerous and must be resolved before they become serious. There have been periods when a product has come into difficulty due to loss of favor with the public, mismanagement or even negligence. The attention of the Vice President of Sales to the problems of some products has made him, at times, not recognize difficulties in other products despite the fact that the Product Manager of these products had recognized them and had attracted their attention. The burden on current officers is becoming too heavy to ensure due attention to all their responsibilities. The employment of assistants erodes the personal touch of the upper group that is necessary for a successful management. Opportunities are lost to increase product lines and expand the business due to the lack of time for executives to study or manage new products. In any business where the specialties are sold under brands and brands are the main business of a company, it is necessary for the company to continue to produce new products and study the old ones to determine the point of no return in terms of promotional and advertising expenses. Once the senior executive group has approved the idea of a new product, it is placed under one of the vice-presidents. He develops an organization and carries it forward. First, the allocation of advertising for a new product is not the responsibility of the Vice President of Sales, but of the Vice President of Development. Eventually, if the product proves to be successful, it is delivered to the regular line of organization. With new products and growth in the old, the weight, complexity and number of decisions that have to be made by the few men at the top, mean a heavier burden for them. Management believes that in addition to missed opportunities, the market potential and the need for current product development are not being fully recognized. The business may have grown too big for the management form. Executives require more responsible attention for each product. At the same time, they wish to retain the advantages of central management in procurement, traffic, institutional reputation and the minimum sales focus and to maintain the high caliber advice and experience currently present in legislation, advertising, accounting and Public relations.