Company Q's Dilemma Nabor Ochoa Western Governors University Company Q's Dilemma The dilemma faced by many businesses today is a dilemma that has existed since the introduction of business. What should come first people or profits? Company Q is facing the same problem in regard to whether or not make donations to local food bank or to dispose of the surplus food to prevent their profit margin from shrinking. Company Q has chosen to put the profits of the company ahead of helping other people of their community when given the opportunity to do so. In the eyes of some, this decision could be seen as an act of selfishness against the citizens of the community; however in the eyes of others it could be seen as a business decision
ANALYSIS The “Blue Ridge Spain” case study introduces several individuals and organizations. In order to analyze the situation and provide recommendations, I will specify the main issues from their various perspectives. Delta’s senior managers were not keen on JV’s because they viewed them as time-consuming, and also an inadequate means of developing new markets. Delta was persistent and hungry for growth, owning strong brands that could support expansion into overseas markets without the need for local partners. Rather than form joint ventures, Delta preferred to hire local managers directly, or transfer experienced managers from their other divisions around the world.
Different issues will occur that will keep Huffman from reaching higher goals. Huffman’s employees worked hard to keep pace and maintain a stable trend that has been set by Huffman’s competitors. Huffman is unsatisfied with overall results that his organization has not been able to rise above the competition, but to remain at the competition’s side. One issue facing Huffman is the company’s internal marketing culture. An organization is able to give each customer individual and unique attention, but it depends on the customer’s preference.
This is largely because the nature of the project requires the co-operation of managers at very strategic level of the company. The Managers understand and have sufficient information on the strategic direction of the organisation. The writer was unable to arrange interviews with the management in the company, as information they have cannot be made public for confidential reasons. As a result it is deemed that the information gathering from other sources within the company would not be as reliable as desired for this topic. Informal primary research interviews will be arranged to gain general information on Woolworth's PLC's policies and operations with members of Woolworth's store staff.
However, when it comes to management positions I believe that Tanglewood should first look at their internal associates. Typically, those associates already know the culture of the business and the mission of the company. Core or Flexible Workforce: I don’t recommend the use of flexible workforce for Tanglewood. I say that because having a rotating schedule of associates like that doesn’t maintain the consistency that the company needs. Each person that comes in will have a different view on the business.
This means that they must effectively be able to communicate with customers as this could be the difference into whether a product sells or not e.g. if Tesco's are having a complaint about a electronic device that doesn't work then they would ask for a replacement or a refund however they may not have the receipt so the customer would not be able to get a refund however they may be able to negotiate and the business must think of a solution to avoid any misunderstanding or conflict. As customers are the main attraction of the business, they need to be impressed by what the business has to offer. When the business needs to provide service or sell products to customers they will have to use persuasive techniques to make them purchase goods from the business. The assorted ways in which a business communicates with the customers effectively to satisfy them is known as the 'Promotional mix'.
It demands a large customer database and efficient information gathering and data processing. Consequently, short term profitability has to be sacrificed. In the other hand, the interest conflicts between employees of the traditional product sales force and those of the MFS have to be managed. The employee have to be educated to a new corporate service culture which is not just a add argument but a real value proposition. Therefore, cares must be provided to the customer relationship and the links with customers have to be strengthened and marketing operations have to be set to convince these customers of the position of Michelin as a service provider and not only as tires manufacturer.
The integral part of the problem was also identified in poor differentiation of “non-sell” and “selling” time. The company also used sales per hour ratio as the leading factor in performance evaluation and work compensation. This performance indicator was not properly balanced by other factors, such as customer satisfaction, in actual work compensation. My suggestions for designing a motivation program for Nordstrom would include a system to reward the employees for the work they do and not hurt them for time spent in meetings and shelving. They should set up a system that encourages the employees to “go the extra mile” without penalizing them on their hours.
A couple of actions could help the firm avoid such a situation in future: 1. Principal-salesperson fit: H&H should understand the client culture and salesperson nature and strengths and align the two accordingly. A client which appreciates suggestions by salesperson should be handled by an enterprising salesperson. If this is not possible due to territory allocations, the salespersons should be adequately trained to deliver according to the client’s preferences and avoid conflict situations 2. Clear policy implications: Do not just manage by exception.
When the president of overseas operations offered Jack a new assignment, he wanted to give Jack a chance to learn more from other managers within the company. This would enable Jack to understand all areas of the business, as well as give him a chance to gain or improve skills that he might not have. I think the president was hoping that Jack