Essay on Blinds to Go: Staffing a Retail Expansion

In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered

Inferior Company Leadership - President Barry Louden failed to manage the business at a high level, recognize the warning signs, and proactively deploy a strategy for improvement. He fired his accountant and allowed the company to flounder, displaying no sense of urgency, taking on increasing amounts of debt, and failing to reach out to Ashmark for help until it was too late.

Aside from the first couple years, the BSG did not generate much pressure. We had a strategy that we thought would work and aligned our business decisions to the strategy. That meant that each meeting to produce the next year’s decisions was straightforward – analyze what

If the weaknesses are not addressed they will be threats because the competitors will be able to get in on the profits because of how unorganized CanGo is when it comes to handling business. I think there is room for CanGo to expand if they make the necessary changes to the company in order to stay on the track they are currently on.

7. Lastly, Anne could cut down on the number of performances to reduce the expenses (if the contract allows for that). From a leadership perspective, the main weaknesses are a vacant CEO position, which makes coverage for the responsibilities of that position difficult, especially in a time of a merger. Secondly, key members such as Keith Lockhart and Ms. Abravanel are skeptical

The table below helps to understand the implications that the business growth strategy has on the staffing process at the company. The positions highlighted on the table are the positions that CHERN has to focus on because they are the core drivers of the company’s performance and they make

Weaknesses: Lack of coordinated decision making is a weakness for LorPel. Victor, Aleksey and Igor do not seem to agree on the best way forward for the company. Each of these managers presents his own thoughts and none of them is willing to listen to the other in order to have an informed consent.

effective staff. Therefore, the continuing rise of college tuition than salary can lead to hiring

There is an important issue which needs consideration which is known as Human Resource . No matter whatever the financial strength the company has , or how fast it is

The Wow Surround Company in the last three years has had the fortunate and opportunity to expand double the size of the organization. The last development was the two nearby cities branches that were open in the beginning of the year. The conversions of the growth has left many opportunities that can make the business be profitable. The first step that the organization needs to accomplish is analyzing all the market data. After, one was able to identify that the sales in the two new location have been lower than projected, the company will have to distinguish a potential crises for all their employees.

Their assets aren’t growing and they have too much debt, but at the same time I recognize the current CEO was promoted to that job and inherited these problems. In the context of trying to work with what he has been given, it seems like they have been aggressive about trying to make the best of it."

That relates directly to winning a larger market share. The short-term goal for the company should be to cut coasts and improve the human resource department functions. Which can be done through the above stated suggestions of the improvement of the business.

The sixth problem, they have outdated Human Resource policies. We can know this as our company is having many difficulties. For example, lack of trust between employees and department,

Blinds To Go (BTG) is a family owned and private held company from Montreal, CN. BTG is a made-to-order window coverings business has approximately 120 retail locations in Ontario, Quebec, and eight northeastern United States, and two manufacturing plant; one in New Jersey and one in Montreal. The company has annual revenues of over $100 million dollars and looks to expand itself even further into the AWC market, which is a $2 billion dollar market and growing. David Shiller started a business from the back of his car in 1954, and became very successful, whereas he was able to open a storefront in 1955 where he branched out and began selling more products in home décor, such as carpets, floor coverings, and draperies under the name of Au

Promotion, training, above-average pay, a generous store bonus system, and the personal well-being are good approach for a company which wants to enlarge the