Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.

1. Peter Browning and
Continental White Cap

2. Content
▪ White Cap Background:
1. History
2. Corporate Culture
3. Challenges
▪ Peter Browning’s Background
▪ Challenges at White Cap:
1. Pros and Cons of Management team
▪ Implementing changes
2

3. White Cap History
▪ 1926 - started by White
brothers. “Total System”
▪ 1956 - bought by
Continental Cap Company
▪ 1984 - KMI Continental
▪ Market leader for 50 years
▪ $175 mln gross sales
▪ 1450 employees
▪ 12 sales offices
▪ 4 plants
3

4. Corporate Culture
▪ Paternalism
▪ Management without confrontation
▪ High salary & Job security
▪ Incentives for employees & favors on need basis
▪ Rife with ceremonies and traditions
▪ Status Quo mentality
4

5. Challenges
▪ Price competition - significant competition in domestic and
international markets
▪ High overheads - company kept enhancing products that no
longer satisfied customers’ need which lead to low value and
further costs
▪ Need for new technologies - innovations suggested by other
vendors were well received by customers
5

6. Changes in the Container Industry
6
107%
Although the growth in the
production of plastic
containers is quite high, it
does not particularly affect
the company today.
Consequently, the company
should conduct a soft
transition and expand the
production of closures.
88.6% 94.5%

7. Shipment Of Plastic Bottles for Food
7
168%
14%
13%
Gradual increase in
shipment of plastic bottles for
food indicates the inevitable
transition of the market to a
new level.

8. Peter Browning’s Background
▪ In White Cap and Continental Can since 1964 (sales
representative > marketing).
▪ Vice President and general manager of Bondware
since 1979: policy of “radical surgery”.
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9. “I’m Peter Browning and I’m 43 years of age. I
have four children—three girls, 20, 16, and 12, and
a seven-year-old son. My undergraduate degree
is in history, and while at White Cap, I earned my
MBA through the Executive Program at the
University of Chicago. I have been with
Continental for 20 years.
9

10. Challenges at White Cap
P.Browning
Corporate Owners
[Cut Costs]
Employees
[Corporate Culture]
10

11. Challenges at White Cap
11
Bob White and
Art Lawson (vice
president and
executive officer)
Tom Green
(human resources
department)
Jim Stark
(marketing
department)

12. Pros and Cons of Management team
Jim Stark Tom Green
12

13. Implementing changes
Bob White & Art
Lawson > management
▪ Maintain the ties
▪ Facilitate in
Company events &
Programs
▪ Communication
with upper
management
Jim Stark > marketing
▪ Re-designate as
director of
Customer service
Department
▪ Change in
Leadership
Tom Green > HR
▪ Adopt regular
feedback on
performance
▪ Re-designate as
a consultant
▪ Change in
Leadership
13

14. Implementing changes
▪ Gradual Change Management
▪ Transformational change:
1. Cut costs + enrich customer's basis + expand product
line
2. Reduce overheads > performance based
compensation
▪ Employee oriented policy + task oriented actions
14

15. Implementing changes: how to get rid of Paternalism
▪ Policy of Openness and Transparency
▪ More informal meeting environment
▪ Open dialogue and exchange of ideas
▪ Organizing group presentations
▪ Question/Answer sessions
15

16. Implementing changes: how to get rid of Paternalism
▪ Policy of Openness and Transparency
▪ More informal meeting environment
▪ Open dialogue and exchange of ideas
▪ Organizing group presentations
▪ Question/Answer sessions
16

17. 17
THANKS!
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