Essay on Chattanooga Ice Cream Case Study

Braum’s Incorporation is a vertically integrated company (owns multiple segments of industry and merges them together) which allows them to produce their products to the quality and standards they want. The corporation produces meat, dairy products, fruits, and vegetables. They have 280 stores located throughout Kansas, Texas, Missouri, Arkansas, and the majority located in Oklahoma, where their headquarters are (About Us 2016). The chains of stores located in these areas provide hamburgers, ice cream, and a small grocery store for their customers. Although Braum’s provides all of these commodities they’re mainly known for their ice cream.

In taking command of an organization, the commander needs to understand how the entire organization works; the synergistic effect of all its parts. Unlike the staff officer who may focus on the part of a problem relevant to his/her function and the efficiency of his/her section, the commander must have a holistic perception of the issue. The commander’s thinking must now shift more focus to the conceptual level of

Team is not performing well. I can give 2 or maybe 3 at most for its effectiveness. Because firstly, there is a serious motivation problem. Beaumont’s new policy of cross-functional team to look at the bigger picture did not change the way of reporting and evaluation of the team members. They were working both in the project and in their functional area but they were evaluated only on the basis of performance on their functional area. So there is no indication of extrinsic or intrinsic reward for the team performance. This situation is not motivational at all. Secondly,

The RemyCake bakery created a cohesive team and an established clientele and became a staple within the community. Their exemplary customer service and the charismatic presence of their founders created a unique work and customer environment. However, with the recent retirement of the RemyCake bakery founder, a number of issues have arisen. Our Task Force identified the origin of their organizational issues. The following summary addresses and provides solutions for the RemyCake Bakery’s issues of ineffective leadership style, lack of organizational hierarchy, under-developed employee training program, and poor communication at all levels.

Market Basket opened the first store in Lowell, Massachusetts in 1916, and almost one hundred years later, the family owned and operated company has expanded its chain to seventy one supermarkets across Massachusetts, New Hampshire, and Maine. By all accounts, the grocery store chain has been very successful, generating four billion dollars in revenue in 2012, and making a profit of over 200 million. (Kohn, S. 8/1/2014 Market Basket Workers are Right; Retrieved from: www.wcvb.com) However, a change in leadership has brought on a temporary demise of the company, providing evidence that a great leader is the backbone upon which an organization thrives.

In this week’s readings, I have learned the significance of leadership when failing, as well as the process that leads to failing. While reading both stories, one discusses the tensions in Market Basket’s family-owned business, and the other talks on Drucker’s method to turn individual’s strengths in productivity. Within these texts, they both give insight on how teamwork and leadership affects a business as a whole. It is shown that without strong management to make the correct decisions, whether it be a board of executives, a sports team, or a group of college students, the whole thing team, and brings forth failure.

A leader is often judged on their effectiveness. The more effective a leader is, the greater the following, and the better a business functions. In my six years of service as a member of the club staff at Topeka Civic Theatre and Academy (TCTA), I have had the privilege of working under a leader who, over time, has become one of my greatest mentors. Eddie Shirron, age 69, has been the Club Manager at TCTA since March of 2003. He oversees the operations in the “club” – the portion of the theatre that includes snack items, beverages, and overall hospitality for the patrons of the theatre. The club has approximately 85 part time employees, who Eddie supervises. After spending six years in the club, I have yet to meet an employee who did not have the utmost respect for Eddie.

The proposed sale of Hershey Foods Corporation (HFC) during the summer of 2002 captured headlines and imaginations. After all, Hershey was an American icon, and when the company’s largest shareholder, the Hershey Trust Company (HSY), asked HFC management to explore a sale, the story drew national and international attention. The company’s unusual governance structure put the Hershey Trust’s board in the difficult position of making both an economic and a governance decision. On the one hand, the board faced a challenging economic decision that centered on determining whether the solicited bids provided a fair premium for HFC

I used to read a story which is in Aesop’s Fables. The story is named The Fox and the Woodcutter. The story is talked about a fox came across a woodcutter felling an oak and begged him to show him a safe hiding-place. The woodcutter advise him to take shelter in his own hut. But a huntsman soon came up and inquired of the woodcutter if he had seen the fox. The woodcutter

funding” (p.67). Moreover, in formulating the financial plan section of the ice cream company’s business plan the enterprise (Go-go Ice Cream) has created outlines for risk management that could adversely affect the financial status of the organization. One of the most prominent risks involved in the ice cream industry is fluctuating demands for ice cream throughout the year. Cater and Chadwick (2015) found, ice cream organizations are infamous for receiving less customer traffic during the winter. Another risk factor for the new business is having trouble attracting quality employees that will properly manage the organization. According to a labor-related issued study by Heath (2016), the No. 1 challenge managers reported was finding and recruiting high-quality employees. Even so, with unemployment rates dipping to 5 percent nationally, the situation can only be expected to worsen (Heath, 2016). Comparatively, another considerable risk factor to the ice cream enterprise, Go-go Ice Cream, is the performance ability of its suppliers, who will need to provide timely shipments of inventory ingredients. If even one supplier fails to meet the ice cream company’s schedule deadlines, there could be a halt to all production efforts. Identically, the organization is susceptible to the risk of supplier shortages due to a variety of factors. For instance, Wolfe (2015) describes a recent milk shortage due to an insufficient number of organic dairy farmers. This risk could be detrimental

Generally, the team dynamics are good and the team works well together since the members know each other’s strengths and weaknesses. Looking at the team from the context of Tuckman’s model of team development, I believe that the team is past the forming, storming, and norming stages, and we are now at the performing phase. The performing stage is usually characterized with optimal task attainment and a high level of cohesion, collaboration, and communication as well as genuine pride in the successes of the team (Management training Australia, 2015). Everyone within the team is strategically aware and understands what the team is doing and what is expected of them. The leader delegates activities with minimum supervision and members within the team look after one another. Although disagreements may arise every now and then, the team is now mature enough to attend to such disagreements and solve them in a positive way. The following are the team members;

Ben & Jerry’s Homemade, Inc. has been in business since 1978. Approximately 40% of the world 's frozen dairy desserts, 5.6 billion liters per year, are manufactured at more than 450 U.S. ice cream plants. This makes the United States the largest producer of ice cream and related products in the world. With the world 's largest milk supply, an abundance of land, and investments in research & development, U.S. frozen dairy dessert production has remained

judged by the ability of the business to meet its objectives. The success of businesses can then be

The success the Snapple Beverage Company had achieved by the early 1990s drew the attention of the Quaker Oats Company which bought it in 1994 for $1.7 billion, and planned on maximizing the professedly unequivocal synergies between the “funky” iced tea brand and their established Gatorade brand. Despite Quaker’s efforts and ambition, which some might classify as hubris, the company’s decision to acquire Snapple is often regarded as a clamorous example of a merger and acquisition disaster. This paper analyzes Quaker’s failures using the 4 P’s framework, and proposes an action plan for Triarc’s turn-around of the Snapple brand, tailoring it to a modern market setting.

This paper will explore the science of Managerial Economics, the cost effective management of scarce resources, through an exploration of the Starbucks Company. This will include an assessment of relevant market forces, market structure and the economic theories that guide business decisions for this company.