Denver Department Stores Essay

3162 Words13 Pages
Denver Department Stores, a Colorado retail store chain, is an entity that was suffering from the effects of decreased sales volume. Jim Barton, the supervisor of four departments within the main location in Denver, was struggling with developing a process to improve the store’s sales. Barton identified with the notion that the decrease in sales volume was a simple matter of a slowdown in the economic landscape, and that the downturn would effect all stores in the retail business. However, Barton’s superior, Mr. Cornwall, the general merchandiser of Denver Department Stores, told Barton that some stores have experienced a 15% gain in recent sales. Cornwall made it clear that he expected Barton’s segments to have sales equal to the other…show more content…
Mr. Barton can be defined as a “Type B” person. As noted previously, he views the sales decline as a result of just one problem: a bad economy. He is correct that certain economic factors contribute in consumers choosing certain goods over another, but he allows this view to block his ability to work through a solution that might increase sales. As suggested earlier, Denver Department Stores has been experiencing declining sales over a period of a few months, though the actual reason why this is happening is unknown. A general consensus of the employees is that there have been fewer customers recently, however, management has placed the blame on the employees for not working hard enough to make a sale. Initially, as sales began to decline, employees were somewhat social, and appear to have spent more time speaking with customers. To remedy the issue of falling sales revenue, management has implemented a tally card system to encourage the employees to work harder at making sales. With the tally card system, division of labor was lost. Employees of all levels and all departments were provided the same goal of making sales a priority. This included not only regular employees, but also department heads. Putting out and straightening up stock items was pushed aside, leaving the store and backroom looking cluttered, and provided a more cutthroat work environment for employees. In addition to the poor division of labor, the tally card system
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