What our company needs is an increase in customer lifetime value. We can do this by building long term relationships, creating strong brand loyalty, using the right incentives to attract new clients and incentivizing current customers to retain them and offering superior customer service. To build strong term relationships the company has to stop thinking short term, but focus on long term lasting customer relationships. We have to be honest; although our main job is to sell we should not treat our customer as pay cheques.
The organization was able to implement corporate strategies with their plans for the industry it works with. Due to industry changes there has been a struggle with Business Pub being able to keep up with the changes in the advancing business market.
Prospectors Opportunities Mature market – The organization currently operates in a mature market. However regardless of the expected drop in growth rate, the brands within the market will start positioning themselves in the marketplace, and there will be increase in competition for Market Share in the Industry. This creates an opportunity for the organization to develop a strong unique brand that’s meaningful to the target audience. Developing an effective grand will strategically position the firm against competitors. Mergers & Acquisition – There is an opportunity for Baldwin to consolidate with other firms in the industry.
The price point of these products is to reflect the cost concusses company idea
We believe our purpose statement will help motivate our employees and help to provide trust amongst our employees as the statement informs them that we are committed to their safety and wellbeing. Strategic changes must be implemented to ensure that the Human Resources Department does its part to ensure that the company’s goal of doubling sales in the next fiscal year is reached. In order to fulfill The Atha Corporation’s restructuring needs the human resources functional area goal is to: hire and train employees, reconfigure company policies, and distribute new job responsibilities. Implementing new human resource policies and practices will allow new and old employees to show understanding of the department 's vision, mission, values; and a strong commitment to our company (Guide, 1996). The consolidation and reorganization of the Human Resources department is sure to display The Atha Corporation’s greatest asset: human capital.
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.
Jackson Smith and Henderson CPA (JSH) has hired a new human resource director as they focus on growing their business. With the benefit of being one of the fastest growing firms in their region, they possess the ability to attract talented employees. Currently all employees are full time and receive similar benefits across the board. However, as the organization evolves and works to meet their needs of their clients developing other models of employment might become necessary. Adjustments to workplace procedures include: flexible scheduling, job reassignments, job sharing, similar substitutions, and even lateral transfers (Shaw & Feuerstein, 2004).
Myers stated that the sales department has a high turnover rate, specifically new/used sales representatives. Keller motors is a large company and I believe there is a way to improve the organization’s ability to adapt during periods of turnover. I have been stationed in a squadron that operated multiple types of aircraft. During a period of reduced manning, we had to qualify sailors on multiple platforms in order to meet mission requirements. The result was a better-trained maintenance crew that could perform the maintenance that had previously required many more people.
What can one discern about business through CEO Lynn Tilton of Partriarch Partners from New York; for starters, she has shown that this is no longer a man's world, that woman can equally powerful in business. Ms. Tilton owns all or parts of "seventy-four companies with revenues of more than eight billion dollars and has one-hundred and twenty thousand employees under her leadership" (Kreitner & Kinicki, 2013, p. 492). When one thinks of all that is involved in caring for one company as we consider, the numerous task to running a sound company, it is hard to imagine what it is to restore a broken company. Bradley A. Winn in his opening line of "When Great Leaders Leave, Do The best Employees Stay? writes "Executives and HR leaders plan carefully and strategically when it comes to safeguarding the stability and sustainability of their organization" (Winn, 2016, p.50). The point being that Ms. Tilton may seem to be tough on her people, and in some cases, the turnover of employees may
Comment on your thinking of the "So That Statement" for Reyes HR department (this is the mission statement which describes the Who, What and Why of the HR team). Who: The HR Team are strategic positioners who By choosing to be identified as strategic positioners, I think Reyes HR department has selected a HR competence that addresses recipients of their services both within and without the organization (RBL Group, n.d.). However, in a s much as the strategic positioner competence represents business acumen needed to factor in the offerings of the external business environment into the internal decision-making process, the focus appears to be on both the customers and the organization’s decision-makers (Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M., 2012). Therefore, I would concur with the RBL Group(n.d.) which proposes multiple competencies that both the internal and external stakeholders may clearly identify with.
Employees that meet quotas and perform well are rewarded with bonuses based on customer service and sales, in addition to advancement within the company. These procedures and guidelines reinforce the idea that your company desires quality employees that are willing to improve the company and themselves. After a talent philosophy has been developed, a Human Resources strategy must be developed. A Human Resources strategy links the company’s business strategy and goals with the functions of Human Resources. Chern’s Human Resources strategy fits the following description: Human Resources desires to
Companies succeed if their strategies are appropriate for their circumstances they face, feasible in respect of their resources, skills and capabilities and desirable to their important stakeholders-those individuals and groups, both internal and external, who have a stake in the behaviour. or expectations of the organization’s performance and fluencies over the business. They include employees, managers, shareholders, suppliers, customers or clients, trade unions and the communities local and national in which the organisation operates. Companies fail when their strategies are failed to meet the expectations of these stakeholders or produce outcomes which are undesirable to them. So it needs to consider all implications of a shift in strategy, not simply the effect a specific stakeholders
Strategies that have been applied by The Walt Disney Company in creating value are: Cost Leadership In the existing market
In a company Human Resource is a very important part of the strategic plan. The HR department is the go-to when a company decides how to approach a problem or gain Ideas. If there needs to be hiring, the HR department will take care of it. They will provide the proper training and tools to achieve the organizations goals. There must be a strategic plan put in place that way everyone is on the same page internally within the company to be successful outside of the company.
Contents Getting the timing right Case study 2 The Challenge of Management 2 Hills find millions in the backyard 3 Ford motors charges ahead into globalization 4 Turbosoft 5 Fuzz Eye 6 Transit New Zealand v. the Mystic Taniwha 6 Meeting the challenge of Labor shortage 7 Decision making and ChocCo 8 Reach the clouds 9 Strategy or Strategic Planning 9 Coming back to call back 10 Getting the timing right Case study 1. Identify what roles Joe Wong takes on at CCK. How do you think those roles have changed over past 20 years? Why have they done so?
