Blinds To Go

2355 Words10 Pages
Summary of Case Blinds To Go (BTG) started off as a retail fabricator of window dressings by David Shiller as a one-man operation in year 1954, in Montreal, Canada. In 1970, Stephen Shiller, his son, joined the business and convinced his father to focus on selling blinds. The new retail concept received positive customer response and by year 2000, the business has expanded to 120 corporate-owned stores across North America (80 U.S. stores, 40 Canadian stores), generating over $1.0 million in sales per store (having a staff of 6 to 20 people per store). The business continues to grow and is expecting to add an average of 50 new stores per year for the next five years, 80 percent of which will be U.S. stores. Critical Issues The obvious problems that exist in BTC include staffing and decline in sales. Staffing has become a strenuous issue in the company, since there are many locations that have physical store buildings built but are sitting unstaffed. This problem not only involves in having a high labour demand, but extends to hiring the right employees that meet their standards – which increases the difficulty to meet the labour supply. In addition to that, the company has a high turnover rate due to the constant change in compensation, which consequently results in sales decline in the organization. To summarize, the critical issues with BTC are the following: - High Labour demand - Low Labour (that meets the standard) supply - High turnover rate - Sales decline Analysis Recruitment Staffing the stores, as stated by Nkere Udofia, the vice-chairman of Montreal BTG, is BTG’s most challenging issue. There are already stores that are currently unstaffed; Udofia worries how they will be able to hire enough additional staff for the business’ expansion. Over the past few years, BTG had tried several ways of recruiting retail sales candidates to varying

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