Admn 232 - Assignment 1

How active are you on the forums: I am very active on the forums as of today because it is summer vacation and I will stay active almost all week as long as I don't have any plans as of the day I'm offline.

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Gordon Biersch had extensive growth plans of opening over 100 restaurants across the nation with in 8 to 10 years. However, the growth they envisioned demanded a lot of time, dedication and expertise. They debated upon three different organizational approaches (1)

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

Matthew and I just had our Case Management meeting. His MCMA 204 instructor has allowed him to submit his Midterm Exam. Matthew has already submitted it.

The internal factors to be considered when planning the human resource requirements for an organisation are the internal planning force, demands for products/services, technological change, skill requirements, workforce profiles (age, gender, ethnicity, ability) and new markets. Internal planning factors are within the business to help the organisation change to cope with new methods of work or new demands; it may be the business is being introduced to new technology or new product lines. Also it maybe developing new skill so that the workforce can work more efficiently.

The first of three issues the network was obligated to focus on was customer acquisition. The growth of users, both individuals and wineries, on the network is what supported the growth of the network and community. In fact, without the user base, there would be no growth of the network and no revenue generation. It was evident that neither Vaynerchuk nor Ronga knew how to draw individual users or wineries to the network and consistently reinforce growth in this area. In particular, there was a lack of understanding of the growth relationship of individual users and wineries such as balancing recruiting efforts and the ability to grow the two groups simultaneously. Also, the resources that were used in the case of recruiting were heavily dedicated to recruiting wineries and not even with individual users. Though, they had periods of strong user and winery growth that were defined by the marketing strategies that they used. However, it was not enough in drawing long term growth of the network. Thus, equivalent strategies surrounding individual users and wineries should have been present in the Cork’d case.

Our first speaker, Tim Lantrip, owns a business called The English Tea Room & Eatery. The English Tea Room & Eatery is located in Covington, LA. When Mr. Lantrip opened his business, he didn’t do any research nor he didn’t have a business plan because he based everything off ideas and things he thought was creative to his business. His business has been growing since the day he opened the doors. His wife is a pharmacist which helps his business out tremendously. When her customers need advice to help their medical needs, she will send them to his business to help with their medical needs. While being a business owner, he learned that there will be plenty of mistakes but you can only learn from those mistakes and move forward with the business.

Del’s Custard & Yogurt has been a small business in my hometown for over 30 years. This is a family owned business that is broken up to 3-way partnership. The main factors in this business are, customer, economy, competition, legal regulations, and public opinion. Each factor has its own challenges, but it does not stop the business’s ability to successfully function. Most plans of action require some thought and managerial modifications. Every business has faced some altercations to the design that goes without saying, but it is how the business handles those mishaps and grows from them. This business has won the home town “Best of the Best” award countless years.

Although Beers possesses the ability to influence a group toward achievement of a vision (Robbins p402) that ¡§anyone who heard it firsthand from Charlotte bought in (p13),¡¨ under-communication led to insufficient internal support to the vision. On the ¡§unfreezing¡¨ stage, appropriate intervention is recommended to incorporate more employees fully into the change process (Pascale, Changing the Way We Change). For instance, actively involving lower-level employees in client presentations will help them gain firsthand knowledge of the brand stewardship and positive responses from clients will inspire them to become advocates of the vision (p12, Lazarus¡¦ quote).

Fraser Foods has created a supportive business environment by creating teams, diversifying business, communicating with managers and employees, sharing ideas and opinions, and thus improving the working environment.

The current restaurant location continues on its steady pace and the new restaurant location renovations have been completed. Now Michael and Tyler are in the process of making the dream a reality and have begun working on a final business plan punch-out. Michael and Tyler are reviewing their marketing, promotion, and campaign plans for the grand opening. They are in agreement that this business plan is heading in the correct direction, they have the media, website and social media venues ready to go and they are feeling comfortable to begin the soft opening to test this plan out.

Referrals and recommendations are primary sources of law firm growth, and traditional offline recommendations are still commonplace. However, if lawyers do not pay attention to social media and Google My Business online reviews and testimonials, your firm will remain stagnant while your good standing dwindles. Now is an opportune time to pay attention to the online customers and respond to them. Their word of mouth is paramount to a lawyer's future.

Steve has volunteered his time since 2003 as a mentor for SCORE, a local organization dedicated to helping entrepreneurs. He has acted as their Chapter Chairman for several years. He is also an advisory board member of his local Small Business Development Center (SBDC). In this role, he has acted as a counselor since 2003. In 2012, Steve acted as the interim director of SBDC while they conducted a national search for a permanent director. Currently, Steve is the Entrepreneurship Director at Pikes Peak Community College and writes a daily blog about small businesses.