MUJI Case Study

Wal-Mart failed to grasp the consumer and retail environment in Japan. With a population of 127 million, the highest per capita income and the second largest economy in the world, Japan is a very smart market for retailers. The opportunity exists, but there is much more research and planning that needed to be done before expansion began. Instead of adapting business operations to the Japanese culture, the company essentially assumed the Japanese would readily adjust to Wal-Mart’s. For example, in Japan there is a much larger need for local store customization. Consumer buyer behavior is much different than in the United States, with purchasing patterns and product selection varying greatly between regions. They have a trend to buy smaller quantities in regular intervals rather than the more American idea of “stocking up.” Similarly, the concept of large retail stores is foreign. Retailers with the highest growth rate are small specialty stores; quite the opposite of Wal-Mart. The culture tends to buy more fresh produce than pre-packaged goods as well. Lastly, the Japanese view high price as equaling high quality. This mentality causes them to purchase forty percent of the world’s luxury goods annually. Packaging and appearance of goods play a huge role in their purchasing decisions. When looking at Wal-Mart’s product selection, it is obvious they do not usually cater to luxury-brand customers. All of these cultural misunderstandings lead Wal-Mart

Tanglewood is a retail store known all over the regions and over seas. Each region enjoys its own culture and values, which distinguishes from others. The pattern and the process of Tanglewood has to be similar, however, internal department methods will run depending on the regions culture. On page 12 of the Tanglewood case book its states that “ If you tell someone exactly what to do, you’re only getting half an employee. If your given someone the space to make their own decisions, your getting a whole person”. I encourage this philosophy to be spread and worked with among all the regions. Tanglewood like other stores has the same tools, clothing, equipment, electronics and much more. These retailers have to be engage in both over seas out sourcing and off shoring by hiring high tech and talented, sufficient employees to deal with this globally and locally that will help Tanglewood reach and exceed competitive levels among others.

In this report, values and culture of H&M will be clarified at the beginning. Following that, PESTEL, Porter’s five forces, and VRIO analysis will be elaborated. Three new strategies will be tested and one relatively appropriate strategy will be used to make action plan.

In this assignment I have looked at strategic human resource management perspective in Marks and Spencer. Before move on the strategic human resource management, let us have a brief introduction about Marks and Spencer. According to the corporate website Marks and Spencer, started its business as a single market stall and grown to become one of the UK’s leading retailers of clothing, food, home products and financial services. Marks and Spencer employs 78,000 in the UK and abroad, have more than 700 stores and serve over 21 million customers every week. Marks and Spencer strongly committed to provide high quality products as premium prices. The company has an established brand name and exceptional financial turnover of £8 billion in 2012 (About Us, 2014).

Mai is 43 years old and lives with her husband and 3 children in Comox, BC. Mai is a first generation Canadian and her parent live in Surrey, BC. She is a mother of 2 boys, ages 13 and 11 and 1 girl, age 7. Her sons are in hockey and soccer. Her eldest is in the school band and her middle child is on the school track team. Her daughter is not interested in sports or music and Mai is struggling to find the right activity for her daughter because she feels strongly about her children being involved in activities. Mai works as an receptionist for the municipality of Comox. During lunch one day, she was talking to a coworker about ideas for her daughter. Her coworker volunteers on the Pacific Shores Area council of Girl Guides and suggested the organization. Mai likes what her Coworker described, her daughter likes crafts, working a group, and camping, however Mai has never really given the organization much thought past their cookies. When she arrived home that day, she

This field research paper is the in-depth study between two retail companies and how they handle human’s relations in their workplace. We will study the culture and atmosphere between a big retail chain like Macy’s compared to a smaller retail brand like the NBA store. Throughout our research, we will provide information pertaining to what Human Relations is all about and how it is applied in these two companies. We will discuss challenges and conflicts as well implementing solutions. These studies will show what makes certain retail store thrive on their success whether it’s with customers or with their employees. We will compare the similarities and differences between Macy’s and the NBA store and how their employees view their experience

As the largest department store chain in Australia, Myer runs its business in Australia more than 100 years, it has 60 stores all over Australia, and Myer is trying to maintain a leading position in the retail trade; a number of management strategies are applied. In order to know how Myer’s managers maintain the performance of Myer, this essay will focus on analyst the important characters of management theories that Myer will use in their management system in the future, including the area of motivation, managing in a global environment and managing information.

The recruitment process is multifaceted. Recruitment begins from the time an organization or human resources manager must determine a recruitment plan. A recruitment plan must include the avenues in which recruitment will be pursued. The recruitment process also includes shortlisting any qualified candidates from the responses, and the entire interview process (including multiple rounds of interviews). This aspect of human resources management is all about attracting the best and the brightest of candidates, convincing them that the organization is the best fit for their career aspirations, and capturing or finally hiring the candidate. This process is not only intended to fill a vacant position, but to also help build the strength of the organization overall.

Resources plays in the implementation of that strategy. Particular attention is paid to the hiring

Harrison Brothers Corporation is one of the largest traditional department stores in the United States. The goal of the company is to become the leading chain of department stores that sells high quality clothing to middle-class and fashion-concerned customers. Like other companies in the retail industry, Harrison Brothers are experiencing various changes in customers’ buying preferences. In addition to that, the problem of retention of well-trained, highly motivated salesman and managers has become even more challenging in the industry. James Harrison, the CEO of Harrison Brothers, knowing the importance of human resources, did a survey on human resource and other key managers at the store level.

In order to solve any problem, it is first necessary to formulate a solution to that problem. The Recruitment project is a multi-solution approach to the problem of using technology in the recruiting process. The solution of updating the corporate website will be handled by the Information Technology manager and Intern. The solution of finding the right job boards to advertise and manage employee data on will be handled by a Human Resource manager and Intern. This solution will address the issues of marketing, finance and accounting, management leadership roles and scope, legal issues and concerns,

In today’s highly competitive world market, companies are intensely pressurized to survive any possible failures caused by their external threats and internal weakness. Coming with the intense competition in the world market are the changes in many aspects such as technologies, customer demands and customer tastes. All these dynamic factors have all combined to make the originally shrinking world market share much smaller, and make the intensive competition all the more fierce. The adaption to this changing wave of the highly competitive world market requires a willingness and real strategic actions of companies to make internal changes so as to be adapted to the world market to maintain the very survival of theirs. Generally speaking, such a desire and those actual strategies come from nowhere but within the companies internally. The following essay aims at exploring the extent to which the changes in Human Resources Management has contributed to the competitiveness on Marks and Spencer’s (M&S) after 1997, its crisis of describing by analyzing the HRM problems with which M&S was faced, by evaluating the approaches made by M&S to HRM change, which this article will argue it played a large role in enhancing the overall competitiveness of M&S in the global market.

Developing a recruitment strategy is important to ensure the company can find the best candidates for the positions available. Sangeetha (2010) suggests that when companies have a strong recruitment policy it is easier

3.The HRM strategy that was being pursued by the management was in alignment with the philosophies of its parent company HMCL. The HMCL considered itself a unique organization, having adopted some distinctive employment and production practices. There were two fundamental beliefs HMSI’s philosophy advocated: respect for individual differences, and the “three Joys”. Respect for the individual stemmed from initiative, equality, and trust. This translated into independence of spirit and freedom, equality and mutual trust of human beings who worked or came into contact with the company. The three joys; buying, selling, and manufacturing, even translated into the key mission: the company had imbibed the “joy of creating”

In contrast to Philips, Matsushita’s success stems from highly efficient and centralized operations. Also unlike Philips, Matsushita’s numerous domestic retail outlets in Japan are ideal for the sale and distribution of their products and provide valuable market research opportunities and capabilities. Both the structure and culture at Matsushita encourage an entrepreneurial drive in their employees and divisions, as they compete for funds to develop new products, and extraordinary communication exists between the international operations and the home office in Japan.