The restaurant operations, merchandizing data, and financial information were all reported and recorded uniquely from business to business. This created an extreme lack of communication internally. The merchandise inventory system that was being utilized was controlled by restaurant managers with no prior merchandizing experience, and thus did not understand the importance of keeping a quality inventory record. The financial information from every branch was eventually compiled at some point; however, the inconsistencies in the reporting process and transportation of the information itself faced large inaccuracies. The restaurant operations were also extremely de-centralized and unique from branch to branch.
This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
Even though Savor is a popular and successful restaurant there are problems that need to be dealt with. Problem Identification Savor is a successful and upscale restaurant, but like any business, they face problems that limit some of their potential. One problem Savor faces, is their space and size limitations of 115 seats. A second problem it faces is their catering business. The third problem Savor faces is their local competitors in the Omaha area.
With that being said, Caterpillar would have benefited from understanding the importance of placing its main focus on customer relationships, instead of only transactions. Likewise, Caterpillar lacked the essential knowledge for developing an effective system that would allow for clear resolutions of customer complaints, within a timely manner (Calin, 2012). Even though Caterpillar had basic information that was gathered from customer value surveys, that information did not contain service attributes desired by its customers (Zeithaml et al., 2013, p.616). 2. What were the features that customers expected and
Younger customers have been attracted to this fresher approach leaving Lodge Bistro with an older customer base. • The economic environment is less benign than when your mother founded Lodge Bistro. • The change from a highly motivated visionary leader to a more consensual and informal style has resulted in the recruitment of more independent managers. This has affected the morale of the longer serving managers who resent the new approach and feel that the chain is losing its core market (b) The chosen concepts I have chosen concept 4.3, which lists Drennan’s (1992) 12 key factors that influence business culture. I have selected three factors, which will most identify the business weaknesses.
Managers who failed to follow the rules either changed their ways quickly or were sacked. | Inexperienced staff, food and service quality are below the standards set by the company. | One method of undertaking a SWOT analysis is to consider strengths, weaknesses, opportunities and threats in relation to two different times: until Joyce Lodge retired and when Patricia became to be manager of Lodge Bistro. It can be seen from Table 1 that the main weaknesses arise when Patricia decided, the most important thing is the culture of an organization than formal structures, rules and regulations.
The attached diagram is a brief outline displaying our various quality problems concerning personnel, maintenance, purchasing, product design, management, and marketing. Problems occurring with quality within our personnel include inadequate training, lack of communication, lack of control in process, and lack of understand of quality. Next is the problems with maintenance, there was no schedule preventive maintenance for the equipment, a tooling problem with the Greasex machine, and many of maintenances current solutions do not fix the root cause of the problem. Purchasing also has some quality issues primarily poor communication with vendors. Next are the quality problems with product design and packaging including lack of testing equipment and lack of knowledge about the shape of the packaging.
Mrs. Fields’ Cookies Case Analysis Critical Issues In Mrs. Fields case the critical issues are: 1) ISS Triangle The principle of the ISS Triangle was not applied. The IT- part was too dominant and there was no balance and no holistic approach in using business, organizational and IT strategic elements. The Fields didn’t consider the impact of the interaction between the 3 elements of the ISS Triangle. 2) Moral disengagement Due to the paternalism of the system the program dictated the managers what is to do. This leaded to a displacement and diffusion of responsibility.
The problems faced currently are: a. Information Systems at IW have developed into system with “niche” (exception to current standards) and “sunset” (outdated) technologies, leading to higher IT costs. b. Because of the lack of sustainable coordination, “Shadow IT groups” have been developed within the business units resulting in substantial IT resources that were neither being managed nor considered in the high costs under scrutiny within the IT function. c. Due to lack of standard data definitions, “several versions of truth” could be extracted from the IW depending on the way of extraction.
Brian McMillan and Kevin Fowler were charged the task of redeveloping Leitax’s consensus forecasting process as Leitax prior to this development were experiencing negative benchmarks. In my analysis of this case study I will analyze some of the issues Leitax faced using potential alternative viewpoints and analogies to the healthcare industry. Metro Challenges: • Initially, Leitax’s main issue was the lack of communication amongst all departments involved in the big picture of producing and selling a product. Sales, finance, market, and production lacked communication to the point where separate forecasting budgets were being prepared by individual departments. The poor cross-functional integration o the supply/demand planning activities resulted in miscues and negative benchmarks.