Raleigh & Rosse A Private Sector Business

In March of 2012 Steve Parkland was hired as the new president at Charles Chocolates. He was immediately faced with numerous decisions about the future of the company. The board of directors had tasked Parkland with doubling or tripling the size of the company over the next decade, but the board and the senior management team had different opinions about the strategy that would accomplish this goal. The main issues that Parkland faced were how to increase the company’s operations while maintaining the traditional culture and support of the board.

This paper is intended to explore the work ethic and value of Trader Joe’s as a company and their employees. Hands-on top managers have always been insistent in the company. Now, CEO Dan Bane created the values to reflect on the original traditions of its founder. When reading through the accomplishments of this grocery store, I was pleasantly surprised that they have managed to keep their integrity during their growth. Being a customer at Trader Joe’s myself, I find myself thinking about all the good experiences I have had every time I visited the store. Trader Joe’s has grown from a “mom and pop” grocery to a worldwide chain. Their integrity for selling a good product at a good price with great customer has proven them to be one of the grocery stores to be in high completion with other retailers in their genre. Their focus on giving their customers the options of different goods and the smiling faces of their friendly employees has risen them to a higher level of grocery shopping.

two companies in 2008. It designs, manufactures, markets and distributes a large range of high tech leisurewear and

In April 1985, Donna Dubinsky attended the “Leadership Experience” seminar. Ms. Dubinsky thought that Ms. Coleman used this seminar to “lobby for her cause.” Ms. Dubinsky began to see her own disillusionment as part of a larger problem where the executives were “confused, demoralized, and critical of the company.” She ended the seminar with the realization that proposed distribution strategy was “so radical that it would shut the company down.” So the next day she met with Bill Campbell who was Roy Weaver’s manager and presented him with an ultimatum. Ms. Dubinsky wanted thirty (30) days to develop her own distribution strategy proposal or she would leave Apple.

However, not all the employees agreed that this was the most appropriate basis for allocating the time slots or the shifts to the CLT workers. There were around 500 workers working within the customer loyalty team and they provided exceptionally high level of customer service at Zappos. All the employees in the younger tribe needed to first abide by the 10 core values and continue to be humble and wait for their turn. However, all the employees were not satisfied with this approach which is the primary problem in this case.

The two parties up for question in this case study are the Sanger and Fisker Automotive Companies. Sanger is a privately owned company that currently maintains eight highly reputable dealerships in the Florida and Georgia area, most of which fall into the luxury car category. The Sanger Automotive Company has been able to position themselves as a well-known and trusted car dealer in the area that began with its first Cadillac dealership in 1950. Currently the organizations President is Robert Sanger, son of the founder, whose main goal is to maintain his company’s reputation for delivering exceptional customer service when using any

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.

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

The company’s structure was said to be an inverted pyramid : the customers and store managers on the top and the top management at the bottom. This showed how everyone’s beleifs and opinions were aligned towards customer satisfaction and extreme personal involvement with the customers and the store.

Within the environment of the organization, society was very important to both businesses but in differing ways. Fletcher Jones’ dream was to build not only a factory but a workers cooperative where every employee would be a part owner of the company and as a result would benefit directly from it’s success. However, while Greg Brenneman (1998), the COO of Continental Airlines, refers to we as his 40,000 coworkers at Continental, they are, co-workers not co-owners.

As it is stated in the case of Coca-Cola, “it was a marketing machine ran by bureaucrats and accountants focused more on getting the most out of what they had than of thinking of good ideas” (Harvey & Allard, 2015, p. 100). At that stage, Ivestor, who was a CEO of the company, was focusing more on the numbers and revenues than on what is really going inside of the company. He was described as “arrogant and insecure” (Harvey & Allard, 2015, p. 100) and refused to listen to his own people, working for him. Instead of solving the real problems in the company, he was focusing on keeping profits on the same level. Case gives an example of passivity of his actions by increasing the price of Coke syrup sales to bottlers to keep it. Of course, it was a mandatory action due to the “largest product recall in company history" (Harvey & Allard, 2015, p. 100) but it only accumulated a racial tension in the company, as he was indifferent to people and focused on financial results. Ivestor tried to prevent dramatic outcomes of the lawsuit more than to solve the problem and prevent it in the

While focusing on its premium and super-premium segments, Mondavi plans to introduce new wines within the segment. These wines are expected to compete with the wines from other countries such as France and Italy and are expected to have positive returns.

Unfortunately, the same issues that existed with the overall governance existed here. The company may have been acting as an exemplary corporate citizen, but with no overall strategy and minimal communication, there was no consistency or coordination, and the company was not getting the public relations benefits that they might have otherwise gained (Veleva, 2010).

Jim Shine’s business model was excellent as per the business’s requirement. He took up the opportunity of Chinese products having very low cost and a high margin of profit. The 80-20 profit model was formed where only 20 percent of the products sold had a 80 percent profit margin. His business model was designed with excellence with a vision very well stated. Jim Shine had his business running with a sales force for a distribution channel. He believed his sales commission structure was well to do till one of his employees Nicole Landis maximized her sales productivity and cracks started being visible in Jim’s commission structure. It was seen, while making the structure Jim put up lucrative commission percentages on high quantity of products sold as he never thought any employee would outperform those sales targets. Jim Shine never realized a sales manager’s role stands very effective if there is an unbalance in the sales force. He found Nicole’s extravagant performance very superb as

Corporate culture is a key component to the success of Starbucks. When looking at the seven dimensions of corporate culture (fn textbook pg 338) Starbucks emphasizes Team and People Orientation along with Innovation and Risk-Taking and pose less emphasis on a competitive environment or an outcome oriented approach. (see appendix c) In order to ensure a strong corporate culture Starbucks utilizes innovative and simple ways to ensure the key values are deeply held and widely shared. (fn) By visiting up to 40 stores weekly by the CEO Richard Schultz, creation of Starbucks Broadcast News to convey company news, or administering an “attitude survey” every 18 months to all employees they ensure the company and its partners (employees) are connected. (fn textbook)