Analysis on Crunch Case Situation Analysis Based on the “No Judgments” philosophy, the fitness club Crunch “supported an environment where people could stay in shape and be entertained without the intimidation factor Levine (the president of Crunch) saw in other types of clubs” (P.3). In order to win over the other competitors and expand in every stage of building this Crunch brand, the company is always trying to differentiate itself from other conventional fitness clubs and be the creator of a new trend in financing, brand management, expansion approaches and so on. However, in my view, the most important problem the company confronts is that the Crunch brand would lose its way as it expanded. That means, as Levine said, spending a great deal of time mulling over how growth would affect the public’s perception of the Crunch brand (P.11). For example, Crunch had been in discussions for several months with an Atlanta-based company SportsLife, about acquiring its chain of six fitness facilities.
“Franchising emerged as a business model that would allow Mad Science to expand without requiring substantial investment”. (P.563 Case B-4 The Mad Science Group) For example, one of the greatest challenges for a new company expanding its market in a new country is considered a lack of understanding of the local culture. However, franchising provides a good way to reduce this shortcoming because it uses the already established experience of the franchisors – usually are local people. in different countries, local culture is always considered as a big problem for the company because. However, franchise will be a good way to reduce those cultural risks, because franchisors are always local people.
As time passed, though, even the most devoted of the old school had been forced to admit that EMRs had increased efficiency. We must decided whether the issues can be solved by an EA-SOA framework and explain our answers. The implied threat in the e-mail provoked no anxiety in Paul. While the system was under development, Paul had repeatedly insisted that patients’ privacy was critical. Jacob had calmly and exhaustively explained that making records digital would also make them more secure.
HEAD: Dale Earnhardt Jr. valued many things in his life one was his family. They came first before anything that’s why when his father died in that race he didn’t go to victory lane he went to his father’s side and was there when he died. The next thing he really valued was racing because it ran in this family and after his father’s death he felt close to him again even though he is dead. His education was him going through high school then going to college for two years to get his automotive degree. His dad was a big influence he really pushed him to do well in school and to not get in trouble and he learned everything about racing from his father.
Tucker’s vision, proactively, and motivation is what made him a great leader, manager and CEO; however his poor management decisions lead him to his downfall. Tucker was a man of vision, which is a critical characteristic to have as a leader. A vision allows for a sense of direction, and a way to focus the attention of everyone associated with the organization. The need to achieve the same vision is why individuals in an organization come together and work as hard as they can in order to succeed. Tucker had the dream to build a car with many new features like air-cooled rear engine, disk brakes, independent 4-wheel suspension, an additional center headlight that pivoted left and right for better vision when turning, a padded dash, seatbelts, and a pop-out safety windshield.
Steve Jobs is the perfect model to demonstrate the parallel between leadership and management of an organization. Jobs was a very intelligent and sharp individual. One figure in the sports industry that I would compare to Steve Jobs is Bill Belichick, Head Coach of the New England Patriots. Although both Belichick and Jobs carry a brash attitude that could come off as misleading, it’s not a negative attribute; they just want the best for the company/organization. Sometimes leaders have to a take hard stance to get tasks accomplished right and effectively.
Career Development Plan Part II Canita Hardnett-Johnson HRM 531 Dr. D. Jakes University of Phoenix May 6, 2009 Development of Training and Mentoring Program In Jim Collins’ book, Good to Great, he proposed that it is not enough to hire good people but more important to hire the right people. Building on that belief, the management team of the sales department of InterClean believes we have hired the right people to take this company from good to great. We know that you are the best and the brightest when it comes to sales. But with the introduction of new products and services at InterClean, we want to direct our focus on the customer experience. It is our belief that our sales managers are the face and voice of InterClean
This period can be a time of discovery and reflection into what type of adult one wants to become; in this I strongly agree with Zinsser. His position at the college lends to his credibility and allows him behind the scenes insight as to the pressures of college life. According to Zinsser several college Dean’s have noted the change in mindset of students from helping the world, to getting a leg up on their competition.2 I agree that restricting classes to only those applicable to a degree is a disservice to oneself because my experience doing just that and the tremendous stress of the work load confirmed it. The words of William Zinsser urged college students then and now to embrace this journey for what it is, stressful, ever changing, and savor the experience for what it can be, wonderful. Zinsser, William.
Will I like it? Will it be what I thought it would be?” This time it’s not fear, but an immense feeling of excitement. My goal is to earn my Master of Business Administration degree at CU Denver, focusing on International Business and Entrepreneurship. As the largest elite business school in the region, I know it is the best choice for me to complete my undergraduate degree. I’ve always known that I want to start my own business.
These examples surely help the reader to understand the issues and by using this rather practical approach McCracken succeed in making the book interesting and useful for everyone who might be interested in the world around us. The writing style is not too sophisticated and the book, including his personal CCO candidates and a tool kit for the rising CCO, is well structured. However, the foreword is slightly disturbing because McCracken claims that the lesson of past failures is that ‘The American corporation needs a new professional. It needs a Chief Culture Officer’, so it feels like he tries to sell the book as something groundbreaking and as he just invented a new occupational destination. That is not really the case because (1) the abbreviation CCO (Chief Communication Officer) already exists and (2) other companies such as Google claimed at least 3-4 years before this book was