Coles Myer Ltd

Before Ian McLeod landed at Coles head office in May 2008, Coles had a poor performance because of broad factors. There are 7 elements in cultural web that might explain the roots of the problems in Coles. The first element in culture web is rites and routines. Coles management had unfavorable culture, which is bureaucracy. This bureaucracy is interrupt communication between head office and stores because there are substantial gap between them, so that many brilliant ideas and initiatives from store employees do not reach the top management desk. Poor customer service is also their main problem at that time. For example, there is no help desk at the store, which is very important for customers who confuse to find specific items. Thus, Excessive queuing times also quite annoying because it is very uncomfortable for the customers. This problem is occur because of many checkout machines are broken or simply because the store had only small number of checkout machine or cashiers. Lastly, poor training programs for managers an employees are is the important factor why the employees seem less passionate and excited. First thing that Ian McLeod doing at his arrival is removing ‘head office” mindset and change it to ‘store support centre” term and improving communication pattern between head office and shop fronts, so that, Coles becomes

Part A of this report examines the resources and capabilities of Marks & Spencer (M&S) up to the mid 1990's and how they lead to creating a superior competitive advantage (CA) over all competitors.

Following an analysis of the case, the company is currently experiencing internal communication problems and a lack of understanding of how a business that has a matrix structure should operate. By applying a few changes within the organisation will result in the company becoming even more successful.

Coles has experienced an average return for the industry and has continually performed well, however it has seen a slowing of growth as it compares to Woolworths which is stronger and a more aggressive major competitor. A UBS report, their view with Australian Supermarket Competitors in the year 2017-2018 sees an increase risk of a ‘Capex war’ and not in a price war, Coles will need to increase store refurbishment to compete in the market.

Change, in general, indicates any act of making something different. The factors that necessitate change in organizations are broadly categorized into people, technology, information processing and communication, and competition. Some changes in the organization occur suddenly without the conscious efforts of the people. These are called unplanned changes. On the other hand, some changes are initiated by the management to accomplish certain goals and objectives. These are called planned changes. More often, change is met with resistance.

Cole is an Australian supermarket with large influence and market share in the country. In addition, the company contributes significantly to the nation’s economy. In essence, the company has acquired more than 30% of the market share of the supermarket industry in this nation. Specifically, the company’sproduct line consists of daily products, grocery, meat, deli, fresh produce, bake house, cigarettes, liquor, apparel, general merchandize and over head products. Notably Cole has a culture of low price as its marketing strategy of attracting and retaining customers.

In current MNCs, economies of scale exist in view of division of work as well as by consolidating, and regularly supplanting, human work with automated generation. Interest in substantial scale creation gear and the most recent innovations is by and large exceptionally extravagant. Organizations that have substantial economies of scale have solid points of interest over their rivals in light of the fact that they have logistic or value preferences, and in this way pull in more clients and set their size preference considerably more. It makes a criticism circle of achievement that adversaries have a troublesome time managing. Organizations that contend with bigger opponents have cost and

Coles thrive to make itself a better shopping and working place, therefore they lay stress on achieving the goal i.e.

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Competition was one major risk for Coles group. Although, the competition was getting more aggressive against Woolworths and Aldi, Coles was disciplined to its growth strategies to continue improving its fresh offer, liquor business, and Coles express, and that strategy gave Coles the competitive advantage over Woolworths to record an increase of market-share over its major rival Woolworths. Coles recorded an increase in revenue, EBIT, and ROCE.

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Both of these downfalls suggest that the company’s financial position was steadily decreasing and illustrates the reason for Woolworth’s loosing shareholders during this time. As well as this, 2008 brought an economic downturn, which meant the business would of found it hard to secure any source of finance from banks or potential investors, again contributing towards the businesses financial problems and indicating that it was inevitable that Woolworth’s would fail as a business.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors

All through the vast majority of present day business history, organizations have endeavored to open an incentive by coordinating their structures to their systems. As large scale manufacturing grabbed hold in the nineteenth century, for example, organizations produced colossal economies of scale by bringing together key capacities like operations, deals, and back. A couple of decades later, as firms broadened offerings and moved into new districts, an opponent model rose. Enterprises, for example, General Motors and DuPont made specialty units organized around items and geographic markets. The littler specialty units relinquished a few economies of scale however were more