You are on page 1of 23

UNIVERSITAS INDONESIA

CASE STUDY

ROBIN HOOD

(Joseph Lampel, New York University)

MANAJEMEN STRATEJIK DAN KEPEMIMPINAN

Group 2

Chitarani Kartikadewi – 1406524682

Desi Susanti – 1406524695

Karina Ayu Ditriani – 1406524713

Rahcoyoning Widianingrum– 1406590570

FAKULTAS EKONOMI

PROGRAM MAKSI-PPAK

APRIL 2015
CHAPTER 10

BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION

People, Capabilities, and Structure

Once managers have decided on a strategy, the emphasis turns to converting the strategy into
action and good results. Executing the strategy in the day-to-day basis operations needs the
different sets of managerial skills. Executing strategy is an action-oriented, make-things-
happen task that tests a manager’s ability to direct organizational change, achieve continuous
improvement in operations and business processes, create and nurture a strategy supportive
culture, and consistently meet or beat performance targets. Like crafting strategy, executing
strategy is a job for a company’s whole management team, not just a few senior managers.
Good strategy execution requires a team effort. All managers have strategy executing
responsibility in their areas of authority, and all employees are active participants in the strategy
execution process.

The Principal Components of the Strategy Execution Process

In devising an action agenda for executing strategy, the way for managers to start is with a
probing assessment of what the organization must do differently to carry out the strategy
successfully. They should then consider precisely how to make the necessary internal changes
as rapidly as possible. The two best signs of good strategy execution are whether a company is
meeting or beating its performance targets and performing value chain activities in a manner
that is conductive to company-wide operating excellence.

The Action
Agenda
for Executing
Strategy

2
Building an Organization Capable of Good Strategy Execution: Where to Begin?

Building an organization capable of good strategy execution depends foremost on ensuring that
the resources and capabilities that are the basis for the strategy are in place, ready to be
deployed. If the strategy being implemented is a new strategy, the company may need to add
to its resource and capability. But renewing, upgrading, and revising the organization’s
resources and capabilities is a part of the strategy execution process even if the strategy is
fundamentally the same, since resources depreciate and conditions are always changing.

A. Staffing The Organization


A.1. Putting Together a Strong Management Team
The most important consideration is to fill key managerial slots with smart people
who are clear thinkers, capable of figuring out what needs to be done, good at
managing people, and skilled in delivering good results.

A.2. Recruiting, Training, and Retaining Capable Employees


The quality of an organization’s people is always an essential ingredient of
successful strategy execution, knowledgeable, engaged employees are a company’s
best source of creatives ideas for the nuts-and-bolts operating improvements that
lead to operating excellence. The practices listed below are common among
companies dedicated to recruiting, training, and retaining the most capable people
they can find:
1. Spending considerable effort on screening and evaluating job applicants;
2. Putting employees through training programs that continue throughout their
careers;

3
3. Providing promising employees with challenging, interesting, and skill-
stretching assignments;
4. Rotating people through jobs that span functional and geographic boundaries to
gain experience to develop their careers;
5. Making the work environment stimulating and engaging so that employees will
consider the company a great place to work;
6. Striving to retain talented, high-performing employees via promotions, salary
increases, performance bonuses, stock options, and equity ownership, fringe
benefit packages, and other perks;
7. Coaching average performers to improve their skills and capabilities, while
weeding out underperformers and benchwarmers.

B. Building and Strengthening Core Competencies and Competitive Capabilities


The most common approaches to capability building are as follows:
1. Developing Capabilities Internally
A company’s capabilities must be continually refreshed and renewed to remain aligned
with changing customer expectations, altered competitive conditions, and new
strategic initiatives.

2. Acquiring Capabilities through Mergers and Acquisitions


Sometimes a company can refresh and strengthen its competencies by acquiring
another company with attractive resources and capabilities. Capabilities-motivated
acquisitions are essential (1) when a market opportunity can slip by faster than a needed
capability can be created internally; and (2) when industry conditions, technology, or
competitors are moving at such a rapid clip that time is of the essence.

3. Upgrading Employee Skills and Knowledge Resources


There are three basic ways to pursue this course of action:
a. Outsource the function requiring the capabilities to a key supplier or another
provider;
b. Collaborate with a firm that has complementary resources and capabilities in a joint
venture, strategic alliance, or other type of partnership established for the purpose
of achieving a shared strategic objectives;
c. Engage in a collaborative partnership for the purpose of learning how the partner
does things, internalizing its methods and thereby acquiring its capabilities.

Upgrading Employee Skills and knowledge Resources

Good strategy execution also requires that employees have the skill and knowledge
resources they will need to platform their tasks well. Employee training thus plays an
important role in the strategy execution success. Training and retraining are important
when a company shifts to a strategy requiring different skills, competitive capabilities, and
operating methods. Successful strategy implementers see to it that the training function is
both adequately funded and effective.

4
Strategy Execution Capabilities and Competitive Advantage
As firm get better at executing their strategies, they develop capabilities in the domain of
strategy execution much as they build other organizational capabilities. Superior strategy
execution capabilities allow companies to get the most from their organizational resources
and competitive capabilities. Since more efficient and effective strategy execution can
lower costs and permit firms to deliver more value to customers, superior strategy
execution may also enable a company to react more quickly to market changes and beat
other firms to the market with new products and services.

C. Organizing the Work Effort with a Supportive Organizational Structure

C.1. Deciding which value chain activities to perform internally and which ones to
outsource
Deciding which value chain activities to perform internally and which ones to
outsource can lead to several strategy executing advantages such as lower costs,
heightened strategic focus, less internal bureaucracy, speedier decision making, and a
better arsenal of organizational capabilities.

C.2. Aligning the firm’s organizational structure with its strategy


Organizational structure comprises the formal and informal arrangement of tasks,
responsibilities, lines of authority, and reporting relationships for the firm. Structure
is aligned with strategy when:
- Its design contributes to the creation of value for customers;
- Its parts are aligned with one another and also matched to the requirements of the
strategy;
- It lowers operating costs through lower bureaucratic costs and operational
efficiencies.

5
Matching Type of Organizational Structure to Strategy Execution Requirements

1. Simple Structure
Simple structure consists of a central execution that handles all major decisions and
oversees all operations with the help of a small staff, also called line-and-staff
structures.

2. Functional Structure
Functional structure is organized into functional departments, with departmental
managers who report to the CEO and small corporate staff, also called departmental
structures.
3. Multidivisional Structure
Multidivisional structure is a decentralized structure consisting of a set of operating
divisions organized along businesses, product, customer group, or geographic lines, and
a central corporate headquarters that allocates resources, provides support functions,
and monitors divisional activities. Multidivisional structures are common among
companies pursuing some form of diversification strategy or global strategy, with
operations in a number of business or countries.

4. Matrix Structure
Matrix structure is a structure that combines two or more organizational forms, with
multiple reporting relationships. It is used to foster cross-unit collaboration. It is also
called composite structures and combination structures.
Advantages:
- Facilitate the sharing of plant and equipment, specialized knowledge, and other
key resources.
- The lower costs by enabling the realization of economies of scope.
- Flexibility in form and may allow for better oversight since supervision is
provided from more than one perspective.
Disadvantages:
- Add an additional layer of management, thereby increasing bureaucratic costs and
decreasing response time to new situations.
- Potential confusion among employees due to dual reporting relationships and
divided loyalties.

6
Determining How Much Authority to Delegate

Facilitating Collaboration with External Partners and Strategic Allies

7
Network structure is the arrangement linking a number of independent organizations involved
in some common undertaking.

8
CASE INTRODUCTION

In revolt against the High Sherriff of Nottingham, Robin Hood sought allies with men willing
to stand up against the Sherriff and his administration. He built a large fighting force of
disciplined men in Sherwood Forrest: the Band of Merrymen. Robin Hood himself was the
leader of the band and delegated different functions among his four lieutenants: Will Scarlett
(intelligence and scouting, collecting information on Sherriff’s moves and on the travel plans
of rich merchants and tax collectors), Little John (discipline and archery skills), Scarlock
(finance, converting loot to cash, paying shares of the take and finding hiding places for
surplus), and Much the Miller’s son (provisioning the band).

Through time, the band grew larger and larger as Robin Hood welcomed everyone who wanted
to join. The band eventually became too big and that started to cause issues. Vigilance and
discipline were becoming smaller and food scarcity grew, as provision for more and more
people was needed.

Robin Hood’s band became known for robbery and travelers started to avoid the forest, thus
leaving the band with less revenues. In the meantime, the Sherriff was growing stronger and
became better organized and financially wealthier. He started to mock the Band and so he had
to be dealt with, before the Band itself was dealt with. Killing the Sherriff seemed not to be the
solution, but his failure in collecting taxes did not remove him from office due to his alliances
with Prince John.

9
CASE ANALYSIS

1. A FRAMEWORK FOR EXECUTING STRATEGY

The mission began as a personal crusade against Robin Hood and the High Sheriff of
Nottingham. Alone, Robin Hood could not do much. Therefore, he sought out allies, men with
grievances and a deep sense of justice. By doing so, he welcomed all who came, and only
demanded a willingness to serve in his revolt against the Sheriff.This case focuses on Robin
Hood’s problems after his first year of success in the Sherwood Forest. His Merry Men, initially
a small disciplined organization, went through a period of growth that saw many new recruits
flock to join the group having recently heard of its fame. The ever-increasing band, although a
source of pride for him, had begun to outgrow itself and supplies and food had become
scarce.With supplies dwindling and discipline getting harder to enforce it was getting much
more difficult to control the band as he had used to. The financial strain of having to purchase
food from nearby villages and the fact that travelers were now avoiding the notorious forest,
meant that something had to be done, and soon.

Strategy Execution

In revolt against the High Sherriff of Nottingham, Robin Hood sought allies with men
willing to stand up against the Sherriff and his administration.Robin Hood and the Merrymen
are driven by the motto of "Rob from the rich and give to the poor." In other words, they steal
from the rich and give the money to the poor. He built a large fighting force of disciplined men
in Sherwood Forrest: the Band of Merrymen. Some might say philanthropy, some might say
robbery.

The organizational structure of the Merrymen is that of a typical top-down


management style, with Robin Hood as the CEO and a few lieutenants serving in roles that
have been delegated, i.e. information gathering, discipline, finances and provisioning. The four
tasks that have been delegated and Robin Hood’s personal vendetta serve as the basis for many
of the problems encountered by the Merrymen.

Robin Hood himself was the leader of the band and delegated different functions
among his four lieutenants: Will Scarlett (intelligence and scouting, collecting information on
Sherriff’s moves and on the travel plans of rich merchants and tax collectors), Little John

10
(discipline and archery skills), Scarlock (finance, converting loot to cash, paying shares of the
take and finding hiding places for surplus), and Much the Miller’s son (provisioning the band).

2. BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY


EXECUTION

Through time, the band grew larger and larger as Robin Hood welcomed everyone who
wanted to join. The band eventually became too big and that started to cause issues. Vigilance
and discipline were becoming smaller and food scarcity grew, as provision for more and more
people was needed.Robin Hood’s band became known for robbery and travelers started to
avoid the forest, thus leaving the band with less revenues. In the meantime, the Sherriff was
growing stronger and became better organized and financially wealthier. He started to mock
the Band and so he had to be dealt with, before the Band itself was dealt with. Killing the
Sherriff seemed not to be the solution, but his failure in collecting taxes did not remove him
from office due to his alliances with Prince John.

Because the Sheriff was growing stronger and becoming better organized,Robin Hood
believed that the time had come for the Merrymen to change their policy of outright
confiscation of goods to one of a fixed transit tax. His lieutenants strongly resisted this idea.
Robin Hood needs to evaluate his initial vision of the organization’s purpose: what was the
original goal that was “massively inspiring, overarching, and long-term”, that represented a
destination that is driven by and evokes passion. Hood’s organizational mission may have to
change: a mission encompasses both the purpose of the company as well as the basis for
competition and competitive advantages. Organizations must respond to multiple
constituencies if they are to survive and prosper, and the mission provides a means of
communicating to diverse organizational stakeholders. If the vision and mission have to
change, Robin Hood must establish strategic objectives to operationalize the mission statement.
That is, objectives help to provide guidance on how the organization can fulfill or move toward
the “higher goals” in the goal hierarchy—the mission and vision.

Therefore, Robin Hood needs to redefine the organizational vision and mission since it
may have changed - rebellion may have become routinized into banditry. He must also identify
the key stakeholders, broadening his focus beyond his own private grudge to include the needs
of the district, the region, or the nation. And he must establish new goals. Depen0064ing on

11
the stakeholders, these new goals may include replacing the Sheriff or changing the political
order.

Strategy that Robin Hood Can Implement

Robin Hood must assess how functional areas and activities “fit together” to achieve
goals and objectives. If the organization is still Robin's extension of a personal grudge, then
displacing the Sheriff should be the primary mission of the Merry Men. If the organization is
acting on behalf of the district then replacing the Sheriff with a more benign administration
should be the priority. If however the Merry Men's existence is an expression of widespread
dissatisfaction with the present political order, then Robin should consider his potential
contributions on a national scale.

12
3. STAFFING THE ORGANIZATION

His current structure is functional, with each lieutenant a specialist. Communication


has been informal, and Robin currently has no direct link to his first line recruits. This structure
performed well in the early days of the band. However, with the growth of the organization,
this has become problematic, resulting in lack of coordination. His lieutenants could do double
time as staff and line personnel: fulfilling their staff duties in off-peak periods, but available
for line duty during field operations. Robin might want to consider creating a decentralized
regional operation, with sub-bands who can operate out of smaller regional headquarters and
better coordinate movements. This will increase flexibility of the total organization by moving
the organizing of operations closer to those who undertake them. This will also reduce the
chance of attack because then only part of the band might be detected and surprised.
Decentralization also pushes food-gathering down the line, thereby eliminating food
distribution problems. Small scale operations can be carried out with greater economy.

Regarding the organizational culture, it was based on founding values that embraced a
missionary outreach to the community. The original purpose created unity and a spirit of daring
among the Merry Men. Robin is considering abandoning the higher (more affluent) segment of
his market for a deeper exploitation of a very large segment with limited resources. Here he
runs up against organizational traditions and values. If Robin pursues profit maximization now
(robbing all travelers, including the poor), the group will become thieves. Group members will
resist stealing from their brothers and fathers. Robin needs to restore the group members’ need
for order and purpose. The Merry Men need to feel that their participation is quasi-voluntary.

Strategy that Robin Hood Can Implement

Robin should have a meeting with the Merry Men to explain the strategic dilemma and
long-term issues. He needs to increase organizational discipline, which could be done by
creating a clearer organizational structure with strategic controls that enforce the mission. To
do this, he needs to recruit qualified leaders for the new decentralized structure, and involve
lieutenants in the solution. It is always an issue – which functions should be decentralized and
which retained at the corporate level. In this case intelligence gathering and finance should
probably be kept centralized.

While restructuring is going on Robin must begin to consider other aspects of his
strategy. He should examine the possibility of diversifying beyond the confines of his

13
traditional forest territory. This is viable if he is decentralized. Operations can be carried on in
the countryside by the autonomous sub-bands. He must also resolve the issue of the proposed
transit tax. Robin must also prepare for the possibility of ceasing operations by providing
outplacement training. He should pursue alliances beyond the current band of Merry Men,
negotiating a possible change in the political order, negotiating amnesty, returning the band to
legality. He should probably avoid contact with the Sheriff. Finally, Robin should recognize
that mistakes will occur. Therefore he should anticipate the costs of implementation, especially
the problems of extended communication. Robin must familiarize his lieutenants with his
intentions and the projected problems. They must actively become involved in the evolving
implementation.

Ultimately, however, Robin Hood must consider the long-term course of action. If the
Merry Men were a profit-maximizing organization in the classic sense they would be satisfied
with keeping the Sheriff off balance; or perhaps work towards his replacement with a more
inexperienced man. They are however a missionary organization. To pursue profit maximizing
would sooner or later lead them to thievery, pure and simple. It would also undermine their
unity and spirit of daring. Robin Hood has little choice but to increase his involvement in
issues that lie beyond his immediate task environment.

14
4. BUILDING AND STRENGTHENING CORE COMPETENCIES AND
COMPETITIVE CAPABILITIES

In This case its match Robin Hood choose accessing capabilities through collaborative
partnerships. It is evidenced:

However, alone robin hood could do little. He therefore sought allies, men with
grievances and a deep sense of justice. Later he welcomed all who came, asking few questions
and demanding only a willingness to serve. Strength, he believed, lay in numbers. He spent the
first year forging the group into a disciplined band, united in enmity against the sheriff and
willing to live outside the law. The band's organization was simple. Robin ruled supreme,
making all important decisions. He also delegated specific tasks to his lieutenants. Will scarlett
was in charge of intelligence and scouting. His main job was to shadow the sheriff and his men,
always alert to their next move. He also collected information on the travel plans of rich
merchants and tax collectors. Little john kept discipline among the men and saw to it that their
archery was at the high peak that their profession demanded. Scarlock took care of the finances,
converting loot to cash, paying shares of the take, and finding suitable hiding places for the
surplus. Finally, much the miller's son that the difficult task of provisioning the ever-increasing
band of Merrymen. The increasing size of the band was a source of satisfaction for Robin, but
also a source of concern. The fame of his Merrymen was spreading, and new recruits were
pouring in from every corner of England. As the band grew larger, their small bivouac become
a major encampment.

This is a low to moderate threat because although Robin’s current status is relatively
stable; his customers face the real possibility of being forced into making alternative decisions.

Key Success Factors

1. The Merrymen’s expertise in their robbing techniques is a key success factor for the
band. Robbing is what they are best at.
2. Capturing the learning curve effect of robbing the rich, due to the vast amount of
knowledge the Merrymen could offer to new recruits, is a key success factor.
3. The bands access to attractive supplies of skilled labor due to the popular image of the
Merrymen is a key success factor.

15
4. High labor productivity is a key success factor due to the amount of Merrymen Robin
Hood had incorporated into his band.
5. Low-cost product design and engineering is a key success factor in the band. This is
due to the low cost of teaching band members how to rob others; this is not a very
involved learning process for new members of the band.
6. A strong network of members is a key success factor based on the popularity of Robin
Hood’s band of men.
7. A well know and well respected brand name is a key success factor for the band based
on the popularity of the Merrymen.
8. Clever advertising is a key success factor in the terms that advertising is done by word
of mouth and recruiting is not required. People want to join the band of Merrymen and
don’t have to be coaxed to join.
9. Having convenient locations is a key success factor because the Merrymen are such a
large group of people; they can be in many locations at one time and still work as a
group.
10. Would be a key success factor if the merry men were a patented group or band. It would
have been extremely hard for another’s group of robbers to compete with Robin Hood’s
brand of Merrymen and carry out robbing activities like Robin Hood’s men did.

We identified the Merrymen’s current competitive approach as a differentiation


approach. They rob from the rich and give to the poor, which differentiates the group from its

16
major competition who does the exact opposite. This is also a strength the Merrymen has; their
distinctive competence. They have positioned themselves to fill a niche and until recently have
done very well at this. His buyers definitely prefer his product over the competition and his
tactics are not easily matched or cheaply copied by his competition. He has created brand
loyalty and provides a very unique product; possibly one of the most unique products in history.
He provides a free service to the poor after his operating expenses are accounted for. He has
also created a high perceived value for his product.

SWOT Analysis

A SWOT analysis to this problem would make the situation easy to manipulate. We can analyze
the different compartments of the situation by identifying the internal and external factors. The
Strengths and the Weaknesses of the situation are internal factors since they are within the
band’s direct influence. Opportunities and Threats are external problems since the band cannot
influence their creation. They are induced by other factors beyond the band’s reach. We will
analyze each segments of the SWOT to this problem:

Strengths

 A strong team of managers including Will Scarlett in charge of intelligence and


scouting, Little John in charge of discipline and archery training, Scarlock who oversees
the finances, and Much responsible for provisions.
 The group has a strong leader in Robin and the farmers and townspeople are loyal to
him.
 Robin’s close encounters each have specific duties and somewhat organized Numbers
in the band are increasing which would give Robin and his men the upper hand when
fighting the Sheriff’s administration
 The brand recognition the Merrymen possess has also been a strength. Because the
group is so popular, it has allowed them to make a difference in their community
 The cost of training and producing their product is also a strength. They simply steal to
obtain the capital they need and training costs are small outside the capital needed to

17
supply the arms and feed the Merrymen. Most of the combat supplies are probably
stolen as well.
 Robin Hood has gained strength in numbers. His band is constantly increasing with
men traveling from all over England to join.

Weaknesses

 The food and supplies in the forest are being depleted at a rapid rate caused by the
continuous growth of the group of men.
 Expanding number of recruits but less accommodation available. At first, the
recruitment looked for viable candidates that fit a certain criteria. Now, the Merrymen
will accept anyone who is willing to serve the cause.
 Vigilance and discipline lacking between the men
This is a direct result of not prescreening candidates and the now lacked criteria for
membership. When any candidate is accepted, you are bound to found the “right” ones
and many more “wrong” ones.
 Disorganized and still caught up to the ways and methods of the early days
 It is becoming difficult to prevent the band from being infiltrated by spies because
Robin could not recognize half of the men anymore.

Opportunities

 Accept the invitation from the Barons to join them in their quest to collect the ransom
that would release King Richard the Lionhearted from his jail in Austria in return for
Robin's future amnesty. The Barons assistance would alleviate problems concerning
provisions.
 A fixed transit tax could be implemented to immediately increase revenues.

Threats

 Though Robin's band is growing at an uncontrollable rate, the sheriff's forces are
becoming stronger and more organized.
 Sheriff has political connections and powerful friends and he was well regarded by the
regent, Prince John

18
 As Robin himself stated, there are so many men in his group now that he can hardly
recognize half of them. With the great number of spies loyal to Prince John this was an
ever growing threat.
 Little John is having difficulty maintaining discipline within the ranks because there
are so many men now that he is in charge of overseeing. This is too difficult a task for
one person which leads to the men slacking off and playing games in downtime instead
of hunting for food or concentrating on their training.
 The rapid growth rate of Robin's organization is replenishing the provisions available
to them within the forest. Continuing to go to the outlying villages for supplies is not
an option because with each occurrence their chance of being spotted and followed
back to their hiding place within the forest by the Sheriff's men increases
dramatically.

19
5. ORGANIZING THE WORK EFFORT WITH A SUPPORTIVE
ORGANIZATIONAL STRUCTURE

Weaknesses and threats have already been identified but these are all also opportunities.
Currently, there is no clear strategic direction for the future and a large lack of management
depth. We have identified these and the activities that would follow to incorporate as the largest
areas of opportunity for the Merrymen and the mission and strategy they have.

Strategic Issues

 The band cannot continue to rely solely on robbing from rich merchants who commute
through the Sherwood Forest. This is simply not meeting their financial needs and
cannot support the growing organization.
 An application process has to be put in place in order for new members to be accepted.
 The group has out grown the Sherwood Forest. It can no longer provide sanctuary for
group of their size and can no longer provide the provisions the group needs to survive.
 The organization has to be restructured so that control can once again be gained to
ensure discipline within the group.

Strategic Alternatives

 Robin could explore the skills his organization has and the opportunities he has offered
to him within their current environment to come up with alternative sources of revenue.
 There could no longer be an open door to any and all who wish to join. There could be
a reference system where a current member in good standing recommends the applicant
and the applicant needs to have skills desirable to the organization such as expertise in
archery, scouting, or gaming.
 A fixed transit tax could be implemented to immediately increase revenues.
 The plot to restore power to King Richard will solve the problem to the Sheriff
administration’s schemes from the top securing the release of King Richard, if
successful, would be very beneficial to the Merrymen. This is potentially another source
of income for the Merrymen and would shine beneficial political light on the group. If
the group were to fail, the retribution would be detrimental. Instead of fighting just one
sheriff and his men, the band would potentially have to take on the entire army

20
commanded by Prince John. We recommend partaking in this venture though because
we see the benefits outweighing the risks. However, this must be a carefully planned
and executed venture.
 The level of training could increase and become more intense as well as discipline
returned within the organization in order for Robin's organization to keep up with the
ever strengthening Sheriff's forces.
 Expansion of the operation to geographical areas to the north, south, east and west of
Sherwood Forest for an opportunity to create new avenues of revenue.
 The Merrymen could kill the sheriff therefore ending his reign of Nottingham.
 An immediate downsizing of the manpower of the band would solve the issue of
additional expenses due to the ever increasing size of the band.
 He could explore new means in which to create revenue other than a transit tax which
seems an unpopular choice and the current means of robbing rich merchants as they
travel through Sherwood Forest.
 The men could be taught to grow additional fruits and vegetables in the forest to help
subsidize the lack of game available in the forest.

Possible Threats If New Strategy Is Implemented

 The rich merchants who once traveled through Sherwood Forest are now taking
alternate routes to avoid it. Although this incurs additional costs upon the merchants it
eliminates the threat of having their entire shipment confiscated by The Band of Merry
Men. The reduction in traffic in the route results in a loss of revenue for the
organization.
 The ever growing size of the band is making it a challenge to conceal their whereabouts
within the Sherwood Forest making it easier for the Sheriff's forces to attack.
 If Robin was to accept the Baron's invitation to join in their crusade and it failed he
could cause himself and all of his men to suffer consequences in the courts.
 If a transit tax is implemented Robin could lose the backing of the local farmers and
village people.

Recommendations

21
A transit tax on all transportation via the Sherwood Forest should not permanently be
enforced. This will only alienate the farmers and village people who have long supported Robin
and his Merry Men as well as diminish moral among the organization. If the support of the
local people is lost then they might not be as willing to give Robin anymore inside information
on when lucrative merchant shipments will be traveling through Sherwood Forest in the future.
If moral diminishes then it will work negatively towards reinstituting discipline within the
group. The only possible exception is if funds were needed immediately there could be a one
time implementation of the transit tax for a temporary period of time in order to reach their
goals as long as the reasoning was explained beforehand to the organization as well as to their
local supporters.

While joining forces with the Barons exclusively as a solution would not be a
recommendation, it would be in their best interest to show support of the Barons efforts. If it
turns out that the Barons raise enough funds to earn King Richard's release from his prison in
Austria, Robin would want King Richard to know that he was involved in the effort.

There’s need to be further options pursued as far as an alternative source of revenue


for the organization. It would be in their best interest though to continue current avenues of
revenue while seeking new ones to pursue.

Killing the sheriff does not earn King Richard's release from his prison in Austria.
Therefore, we can only assume that Prince John will appoint a new sheriff with equal power
and similar agenda as that of his predecessor. To kill the sheriff would only shift focus away
from solving the current issues facing the organization.

The level of training and discipline do need to be increase in order for Robin's
organization to maintain or exceed the level of his adversary the Sheriff. The size of the
organization needs to be at a manageable level and then broken down into smaller groups where
training can be concentrated at a higher individual level.

A program needs to be implemented for member acceptance guidelines. This will help
control the growth of the organization, ensure only people who have skills to offer will be
accepted, and protect the organization from being infiltrated by Prince John's spies.

Franchising the organization to other parts of England would address all of the issues
facing Robin's organization. They could continue to grow in size and increase revenues without
replenishing the resources of Sherwood Forest. They could take the time to explore other

22
avenues of revenue while continuing to pursue their current method of income in Sherwood
Forest as well as in the new areas. If each of the new bands were smaller in size, the training
could be more intense and discipline could be implemented again within the ranks of the
organization.

23