When the requested products were finally available in the stores, the prices of the products were very high and the product variety was extremely limited. The high prices of the products made these unaffordable for a large part of the customer base. The limited variety of the requested food products gave customers very few options in healthier food choices. The decision by Company Q management to throw out day-old food products, instead of donating these to the local Food Bank again highlights the lack of social responsibility towards the community in which Company Q does business. This action demonstrates a lack of interest to aid the less fortunate in the community, as well as failing to increase their customer base.
Denver Department Stores Case Study Colby Lowery, Alan Koepke, Kenneth Lindsey Jr. MGT 824 February 28, 2014 Jeff Cohu Denver Department Stores Case Study Identified Symptoms: • Cut-Throat Environment: unhappy employees, unfriendly environment. ➢ Lack of input by sales personnel. Mr. Cornwall had no clear expectations or goals for employees. • Customer dissatisfaction: Customers felt pressured and harassed. Had to ask repeatedly for help by different sales people.
As a result of this, they lose 12% of perishable stock every two to three days. One of their stores, Del Mar, located in a small town with a small population, does not do well as expected. The pay roll is high in the specialty shop that has butchers, bakers, and wine stewards. It is also difficult to find qualified people for these positions when someone quits or when a new store is open. There exists a management problem because when Kathy is sick or on vacation, no one can order replacement inventory or deal with major business issues.
Certain problems in this case are having an outdated and no comprehensive inventory that causes their control system to reflect improper supply amounts. Another issue is the fact that all of their purchase orders need to be on a “rush basis”, an issue that is derived from their outdated inventory control system. Also, this company has no type of forecasting system that can aid them in their understanding of how large their purchases need to be. Some solutions to these problems would be adopting a forecasting group that can use previous sales data in order to draw best estimates regarding their future sales. This way the company can decrease the amount of shortages they undergo during production.
With this limited amount of advertising, Kathy is not driving enough customers into her stores because people may not be aware that her company is in business. Problem Statement Currently, Kudler Fine Foods doesn’t have a sufficient advertising strategy, which is resulting in less customer count
The following issues I have identified are: Staff training and Procedures There is currently no training taking place within the store as it is seen as a waste of money. This is causing low staff moral and is showing in staff attitudes. The procedures booklet issued by head office is almost redundant and is unused by the store. Structure of Staffing The business seems to be top heavy with little or no respect for night Managers. It seems though the manager and assistant are not seeing the business as a whole by not working different shift patterns.
No power over interstate and foreign commerce 6. Little coordination over trade (and competition among states) meant it was difficult for the nation's economy to prosper as a whole. 7. No uniform currency 8. States coined their own money and regulated its supply, so values of currency varied from state to state.
CanGo lacks a strategic plan including a mission and vision statement; 2.) Warren lacks necessary leadership skills; 3.) Project goals are vague; 4.) Nick lacks the organizational skills necessary to complete his tasks; 5.) The company is unprepared for the upcoming busy season; and 6.)
Steelcase management was not used to additional requests for information so they held a defensive posture towards inquisitive analysts and investors. This approach was not the best idea especially when it came to concerns that arise when they purchased Strafor. This lack of communication contributed to the approximately seventy (70) percent drop in their stock price and with not having a relationship with sell-side analyst it did not make the situation better. Not understanding how Strafor runs its operations and how it will impact on the operations of their company is what contributed to the weakening of their profits. When the company became public they did not take into consideration the necessary changes they would have to make in pertaining to their major constituents.
One argument, by Milton Friedman, is that employees do not have the necessary skills or experience to do so (Friedman, 1970). Specifically, Friedman argues that a business manager is not “an expert in inflation” and thus does not have the required knowledge to fight inflation (ibid.). In a similar fashion, because employees of a business are not experts in achieving socially desirable goals, businesses cannot be morally obliged to contribute towards those goals (ibid.). A second argument, from classic economics, is that businesses operating in a competitive environment cannot afford to do anything other than maximise profits (Fried et al., 2014). Any business that fails to do so will not be able to sustain its existence, and hence businesses cannot have a duty to do anything other than maximise