XYZ Inc

For any business to grow and prosper, managers of the business must be able to anticipate, recognize and deal with change in the internal and

Within less than 30 years, Wal-Mart had transformed from a small rural retailer in Arkansas into the largest retailer in the U.S. In order to continue this rapid growth, the company had started to pursue international expansion grounded in the belief that the firm’s business model of offering quality products at low prices and great customer service would appeal to consumers everywhere around the world (p.8)[1]. China was of particular interest in going international as Wal-Mart’s top management held the opinion that it was the only market in which the firm’s success story in the U.S. could be repeated (p.2/8). However, in 2005 (nine years after its

In 2009 and forward, Loblaw Companies were up against aggressive competitive markets while still dealing with the backlash from the 2008 world economic crisis. Same store sales were on the decline and Loblaw’s was in desperate need to change their store strategies. By 2011, Loblaw’s had come up with the idea to diversify and expand their operations with new upgrades to in store departments as well as expanding upon their leading brands, President’s Choice and No Name. This case study underlines the premise of national and global strategies, which is a key subject matter and general broad topic when studying International Business. The main concerns of this case study would be to identify if Loblaw’s new strategies gave them a leading edge in the ever-expanding market, as well as seeing if these new strategies will hold up to market standards in the near future.

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

This shows that organizations can be affected by negative and positive both behaviors during the change process. Starbucks always faces challenges and resistance whenever applies the change, there are some effective principles that can employ to manage the resistance during strategic changes, such as (Campbell, Stonehouse, and Houston,

Some businesses in America transfer into bi-cultured after starting out as monoculture. This typically happens when one company buys out the other or they join each other and sub-merge. Every now and then this happens globally. Companies face changes when a merger takes place such as how the business will operate, wages, and or if there will be interference from the government. Once the merger has begun the rules are changed to better serve the company whether people are with it or against it. Company success stories are sent over to a list which is created called the Globe Project list. This list gives pointers and advice for globalized managers to practice based on several key items and characteristics required during a successful merger. Daft states, “Some of the characteristics are assertiveness, performance, and human orientation” (Daft, 2013 ).

This can be clearly illustrated by the situation Gillette faced during the leadership of the CEO Vincent Ziegler. He started to buy other companies and failed to generate more profit. At first his plan looked very promissory and generated revenue but at the end the company ended up losing money and time they could have invested in their own business.

The company had ambitious objectives with their own retail units, having as an objective to open three hundred stores, but the company realized that retail stores were a distraction to management making harder to focus in their core business and damaging the relationship with their main retailers, making clear that the company was struggling on creating profits in products that were not part of their core business, the strategies and objectives needed to be adjusted in order to turnaround the decrease in sales and profits of the

This study will examine Marks & Spencer, a retailer in the United Kingdom and will utilize the 8-Step approach of Kotter in addressing organizational change. Marks & Spencer has more than 375 stores and 11 million shoppers each week and employs 66,000 workers. The company is one of High Street's best known companies however, Marks & Spencer, for a long time unchallenged, has undergone a chain of management and corporate structure changes due a decline in their sales. (IBM Ltd. 2005)

Retail internationalization is a popular, irresistible and inevitable phenomenon in most of academic literatures and retail market reports (Burt S, Dawson J & Sparks L, 2008). As the growth rate in emerging markets is very fast, they are very attractive to international companies. However, there is less focus on the exit process

This document is an summary introduction of XYZ Technologies Inc. this summary represents the different details about the company as a whole and it provides details about what the company does, how it works and the skills and products that it offers to its customers. This document also presents a legal strategy to assist XYZ Technologies Inc with its eCommerce business practice. The document includes XYZ’s business formation, business models. The document also discusses details about the practice of XYZ Technologies Inc’s Intellectual property and asset protection. The document also goes over the labor and employment agreement where we define the type of workers that work for the company and how the legal aspect of the Internet usage policy for the purpose of promoting employee diversification. The document also presents a section of transactional law. And finally the last section discusses the regulatory, compliance and liability issues within XYZ Company.

When considering the e-commerce, and international market sector of Walmart’s organization, organizational design is one place where strategic planning is paying off. With over $101 billion returned to shareholders since 1962, Walmart has shown that along with their market, they too have grown to handle the rigorous demands of such an immense market. Geographic regions influence Walmart’s organizational structure by creating a need for a different supervisory structure. Walmart’s International division is led by its own CEO. The CEO supervises its own team of associates. With stores in Brazil, Japan, Mexico, Argentina, Asia, Canada, Europe, Middle East, Africa, India, and Latin America, managing a workload involved in supervising all these divisions would be impossible with one CEO. Different functions within the organization call for different officers within the organization.

As a multinational, the local managers need to have a good insight with the competition around their business physical environment. A department store needs to be clear on who are having similar business concept around the area especially if it depends on the buyers within the area. Within the golden triangle of Kuala Lumpur alone there are a few shipping complexes and department stores. Buyers will ultimately buy from the stores that give them the maximum benefit and utility.

In order to further illustrate this management issue, this article investigates into the successful competitive positioning of a leading Hong Kong imported food and daily necessity retailer, the 759 Store 阿信屋. Despite 759 Store has a diversified range of business, this article focuses on