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Great Cups Case Study

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The aggressive expansion at the Great Cups has turned out to be a chink in their armor. The Great Cups of Columbus or alternatively known as “Great Cup” or “GC3” (Great Cups, 2012) was originally the Coffee Hut owned by Manning Industries and sold to three of the managers Tony, Bruce, and Bonnie. Each of the partners took a role in GC3; Tony covered finance, Bruce took over marketing and Bonnie handled Human Resources (Great Cups, 2012). Looking for ways to grow the company the owners purchased several chains in the region that have caused major issues in the organization. The current situation at Great Cups is one of confusion where the left-hand does not know what the right hand is doing. The company has expanded so rapidly that they …show more content…

The company is experiencing so much growth and diversification that its brand has been lost, and there are no clear guidelines how to run the business. The growth has caused strain on technology and resources. It is experiencing a turnover ratio around 125% for entry-level and part-time employees (Great Cups, 2012). There is no consistency in policies and procedures for employees, and they are unaware what skill sets that the employees have. Some training is given, but not all locations receive the same training. Most of all there are no standardized operating procedures that have consistencies in each location. All sites handle their own recruiting and hiring without the guidance of corporate for types of individuals they are …show more content…

Also, GC3 has a hand on approach to managing their stores as the owners regularly visit the stores and offer help on any issues they encounter. Additionally, the company has focused on the integrity of their product by not cutting corners on quality and has resisted the temptation by “refusing occasional overtures to allow outside investors, to sell the chain, or to franchise (Great Cups, 2012).” Other areas that are working well are the Pittsburg training group is excellent at customer satisfaction training and the Chicago group has marketing technics that are different. The HR department in Chicago and Pittsburgh are both strong, which is very positive as it leaves the Ohio HR department open to focus on strategic issues (Great Cups,

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