Kabarak University

KABARAK UNIVERSITY
UNIVERSITY EXAMINATIONS
2009/2010 ACADEMIC YEAR
FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION
COURSE CODE: ENTR 520
COURSE TITLE: ENTREPRENEURSHIP AND SMALL

BUSINESS
STREAM: MBA – S2
DAY: WEDNESDAY
TIME: 5:30 – 8:30P.M.
DATE: 18/08/2010
INSTRUCTIONS:
Answer Question ONE and any other THREE Questions
PLEASE TURN OVER

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QUESTION ONE (Case Study) – COMPULSORY (24 MARKS)
Read this case study of Stew Leonard and answer the questions that follow:
The Great American Milkman
Stew Leonard was a second-generation milk-man with a home delivery route until 1968 when state
highway construction forced him to relocate. Because of this change coupled with the realization that
home milk delivery was going the way of buggy whips, Stew Leonard built a barnlike retail dairy store
with glass viewing windows separating his customers and milk cows. The dairy plant provided milk so
fresh that the only way to get fresher milk was to own a cow. After 26 additions, the small barn has
become an 8-acre complex with more than 600 employees in Norwalk, Connecticut.
In a White House ceremony in 1986, Leonard received the Presidential Award for Entrepreneurial
Achievement from President Ronald Reagan, and Leonard was featured in Tom Peters’ best-seller A
Passion for Excellence as one of America’s best-run companies. Featured in the television special “In
search of Excellence,” Stew Leonard was heralded as one of the nation’s most innovative companies
alongside Disney, McDonald’s, and Apple.
The genius of Stew Leonard is making customers happy through quality service and innovative
marketing. His “Rock of Commitment” credo is “Rule 1: The customer is always right. Rule 2: If the
customer is ever wrong, reread Rule 1,” Leonard says he wants to make customers say “Wow!” and
then return-again and again. A trip to Stew Leonard’s store is an experience that reinforces his credo
and his policies. Disney like farm characters play music, perform, and mingle with customers. Live
farm animals give children up-close encounters with egg-laying chickens, milk-producing cows,
friendly rabbits, ducks, geese, and other domestic animals. On any given day, there is likely to be a
live band, free gifts, and ice cream for youngsters. Stew Leonard and his family will be there every
day, talking with customers, soliciting suggestions, and managing the business with one clear
objective: Make customers happy.
His success is dependent on the sincerity of his policies and the attention to planning that result in
what Leonard calls “action-based policies.” These include “if you wouldn’t take it home to your
mother, don’t put it out for customers”, “Only happy customers come back “; “A customer who
complains is our best friend because we get the opportunity to improve”; “When in doubt, throw it
out”; “Do it right the first time”; and “if you’re training someone to be even better at your job than
you are, then you’re one of the most valuable people in our company.”
Leonard often generates ideas from customers who are involved in his weekly creative brainstorming
sessions. About a dozen customers are chosen at random and invited to sit down with Leonard’s
family and staff to explore ideas for the store. Meetings can last for several hours, and the results are
often quite stunning.
A complaint about strawberries always being prepackaged so that customers could not see whether
they were getting their money’s worth led to an open-bin (or self-selection) arrangement where
customers could pick and choose. The result was that, on average, customers bought more
2
strawberries, and total sales nearly tripled. Another suggestion was that friendly cashiers be openly
rewarded. Leonard started a daily program of “stopping the line” to announce and reward the best
cashier in a fanfare manner. Customers periodically win free shopping sprees. There are two fish
counters- one with prepackaged seafood and another with “morning fresh” seafood on ice. Leonard
conducts classes though his employees for customers on cooking, and he periodically hires specialists
in nutrition and diet control both to train employees and to guide customer purchases.
In Leonard’s view, creativity is “listening” to others and building a business around the total
environment rather than just a merchandise line. Consequently, his store sells more than food and
more than service, it sells the idea of food preparation as a fun concept. Customers are on his
organizational chart as participants in the store and its environment.
Success in reflected in more than 100,000 customers a week and more than $100 million in annual
sales, making Stew Leonard’s the largest retail dairy in the world. In fact, he sells more of each item
that he stocks than any other store in the world, including 10 million quarts of milk, or about 18,000
quarts per hour. Annual sales also include 100 tons of cottage cheese, 800 tons of salad, 1,000 tons of
hamburger meat, 1,800 tons of poultry products, a million ice cream cones, nearly 3 million quarts of
orange juice, 250 tons of butter, 5.6 million bananas, and 7.8 million ears o corn. These are a few of
Stew Leonard’s 800 record – setting products epitomizing a record-setting family business.
Case Study Questions:
1. Describe how Stew Leonard’s methods compare with a prescribed process of innovation
(8 marks)
2. Selling groceries is hardly a new type of business, and it is far from “high tech,” so explain
how Leonard found “new opportunities” in this business. (8 marks)
3. Analyze the main success factors of Leonard’s business and tell how they relate to the
characteristics of entrepreneurs discussed in this course. (8 marks)
QUESTION TWO (12 MARKS)
Explain the term, “Entrepreneurship”. With the aid of specific references, trace the theoretical
foundations and development of entrepreneurship as a discipline of study; and evaluate its relevance in
enhancing the enterprise culture for a developing country like Kenya.
QUESTION THREE (12 MARKS)
Research has shown that over 50% of small enterprises that start in a year do not usually celebrate
their 2nd birthday anniversary due to a number of reasons. One is failure to plan effectively. Respond
to these questions.
a. Discuss the concept of strategic planning with regard to new enterprises.
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b. Analyze the four-stage growth model of entrepreneurship.
c. Discuss the fundamentals of a good business plan.
QUESTION FOUR (12 MARKS)
For Kenya to industrialize and achieve Vision 2030, it has to exploit her human capital maximally.
This involves developing and nurturing the spirit of creativity and innovation among the graduates
from her education system – primary, secondary and tertiary institutions.
a. Explain the meaning and process of creativity.

b. Analyze the major changes that create opportunities for entrepreneurs.
c. Discuss the role of innovation as an important aspect of entrepreneurship.
d. Evaluate the factors that lead to new business success.
QUESTION FIVE (12 MARKS)
Discuss the contemporary issues facing the SME sector in the East African Region as a whole, given
that these countries are grappling with developing their economies – from 3rd countries to the
industrialized 1st – World nations.

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KABARAK UNIVERSITY

FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

COURSE CODE: ENTR 520

COURSE TITLE: ENTREPRENEURSHIP AND SMALL

TIME: 5:30 – 8:30P.M.

Answer Question ONE and any other THREE Questions

PLEASE TURN OVER

The Great American Milkman

Case Study Questions:

QUESTION TWO (12 MARKS)

QUESTION THREE (12 MARKS)

a. Discuss the concept of strategic planning with regard to new enterprises.

QUESTION FOUR (12 MARKS)

a. Explain the meaning and process of creativity.

QUESTION FIVE (12 MARKS)

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