Essay on Blinds to Go: Staffing a Retail Expansion

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Blinds to Go: Staffing a Retail Expansion

In 1954, from Montreal, Canada, Blinds to Go (BTG) business began as a retail fabricator of window dressings. Mr.Shiller was the sole operator of the company and until his son joined in 1970s, He persuaded his father to focus on selling blinds. The new business plan generated positive customer responses and by year 2000, the business has expanded widely across North America. The business continues to grow.
Even though they were growing fast, they faced few problems which include staffing and decrease in sales. Staffing has become a major issue in the company, since there were locations that have buildings but no employees. This problem in hiring the right employees that meets criteria of the
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Another weakness was the ability of management. Even the idea of switching from a commission base to a salary should never even have left the closed door meeting. This is their key strength which helped them to generate so many sales. Due to this, it seems like their decision making capabilities seem to be lacking as well as their problem solving abilities.
It seems that their biggest weakness is the management. Not the owner because the owner was the one who understood their greatest strength. 2. How can BTG improve on the weaknesses you identified in question 1, and what can it do to maintain the strengths? In which ways is BTG not prepared to meet its plans to increase staff? Explain.
BTG needs to look at the upper management to improve the company as a whole and its ability to achieve their goals. However, if upper management is unable to lead effectively and implement effective plans to business then no matter how well the sales personnel are trained and motivated, the company will not be able to move to where it needs to go.
To maintain its strength, it needs to mainly keep its commission based compensation system. Another way to improve on this could be creating new incentive/reward system. Organize company –wide contests based on success rates and etc. 3. What is your view of the career path at the store level (sales associate to selling supervisor to Assistant manager to store manager)? Discuss the advantages and
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