Raleigh & Rosse Case Write-Up

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Case Write-Up Summary of Case Situation In this case, Raleigh & Rosse, Simons and Mahoney (2011) report that Raleigh & Rosse, a retailer for luxury goods, is dealing with a class of action from its own associates. It had created loyal customer relationship and well reputation by providing high-level service. To build entrepreneurial and accountable working environment, R&R began to use a new strategy called “Ownership Culture” in 1987. The central idea about the Ownership Culture was SPH (Sale-Per-Hours), the way to evaluate sales performance. However, the SPH program put a lot of pressure on store managers and sales. In 2010, a large group of the R&R associates sued it for “working off the clock”. This lawsuit might cause reputation damage, and the settlement is up to $200 million. In 2008-2009 before the case, there was an economic recession. The whole luxury goods industry in the U.S. dropped over 14%, and R&R revenues declined 10%. Although R&R suspended new-store opening and hiring, the condition still struggle. So, now the CEO of R&R Linda Watkins not only has to cope with the SPH lawsuit and the huge amount of punitive payment, but also the reputation damage during this hard time. Central Issue How CEO of R&R Linda Watkins fix some flaw of the Ownership Culture (SPH program) during this hard time. Recommended Course of Action Linda should revise the Ownership Culture partly, such as adding extra commission for excellent sales. Basis for Recommendation R&R should revise the Ownership Culture partly, because it will ease intense relationship with sales associates. R&R associates are irritated and feel less confident with the company after the lawsuit, so they need more positive communication way to encourage them. To make associates feel respected and important, R&R could add special honor and high commission for who do well in
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