And, again, instead of expansion by opening more stores or introduce franchising alternative, Emma could build an e-commerce infrastructure, acquire a point of sale system (POS) that would integrate all aspects of the business - from sourcing, stocking, to sales – among other strategies that integrate technology to the organization’s business operations. Developing computer/technological solutions could address issues of ergonomics, challenges in data access, communication, customer service, speed and cost constraints, among many other dimensions.
There are a number of questions that Emma could ask Dr. Lipscomb. Three of these follows: 1) Is small business preferable than expanding it to a medium sized one in the context of Emma’s capability, skills, goals and interests; Would it be more profitable, considering the previous variable?; 2) What are the risks and variables that would threaten the business both in the short term and long-term; and, 3) What is the best model to be adopted in order to efficiently run the organization?
The most important information that Dr. Lipscomb should identify is the owner’s preferences, personality and goals. So the first questions should be about these so that he could tailor the solution and strategy he would be able to develop for the small organization. Other questions should attempt to determine Emma’s willingness to change her perspective, lifestyle even some of her objectives in order for the organization to grow. For example, Is Emma willing to delegate the responsibility of immediate day-to-day problems so that she could concentrate on the wider and long-term issues; or, is she willing to sacrifice more of her time so she could focus on running her business.