...J. Crew is an American apparel retailer headquartered in New York City that debuted in 1983 with the mailing of its first catalog. After six years since their debut in the clothing retail industry J. Crew opened a flagship store at New York South Street Seaport. They are a multi- brand, multi-channel specialty retailer. J. Crew has been selling upscale high-quality clothing to men, women and children. They use high quality and luxurious material such as cashmere, wool, leather along with the finest global fabric mills and craftsmen creating classic clothing styles and accessories with a twist. The mission statement of J. Crew is nationally recognized apparel and accessories retailer that we believe embraces a high standard of style, craftsmanship, quality and customer service. We are a fully integrated multi-channel, multi-brand, specialty retailer. We seek to consistently communicate our vision of J. Crew through every aspect of our business, including through the imagery in our catalogs and on our Internet website and the inviting atmosphere of our stores. Banana Republic is one of J.Crew’s leading competitors. The mission statement of Banana Republic offers versatile, contemporary classics, designed for today with style that endures. “Through thoughtful design, we create clothing and accessories with detailed craftsmanship in luxurious materials. We dress men and women who see every day as full of possibilities and seek to make the most of every moment and opportunity...
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... this report will discuss about the change of strategy and tools that Lion Air Indonesia used. As well as the recommendation that the company may consider. 2. Company Background PT Lion Mentari Airlines, also as know as Lion air, is Indonesia’s largest private airline company. Lion air started to operate in 2000 with only one borrowed plane. Furthermore, by stick to the “no-frills”, low-fare flights for underserved and remote destinations, recent years lion air become as indonesia’s largest private airline company, with more than 36 destinations (more than 36 cities in Indonesia and few overseas) Lion air had a bad record of safety flight; recently Lion Air Indonesia places a massive order amount in planes to reduce the rate of accident. In addition, recently Lion Air confronted with drug use among the pilots. 2.1 Situational analysis Based on problems that the company have, the management teams have to look into the importance key areas, such as: Lion Air Indonesia ordered 230 Boeing The Lion air management has reacted regarding bad record of flight safety in domestic flight (6 airplane crashes within 2002 – 2010) because of system of the machine failure. Therefore Lion air finalise 230 Boeing order with Boeing. Co (A. Jeziorsky, 2012). By buying massively amount of aircraft, lion air able to gain their reputation back as a safe private airline company and be able to survive in the long-term. Audit and improve crew training Furthermore, recent news stated that...
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...general perspective, change management can be seen as the strategies, procedures and implementation of policies that are activated while an organization is undergoing changes in its structure. Usually, these changes are stimulated by an agenda or circumstance that forces the organization to change, in order to stay competitive, or even merely to survive as can be seen with the case of British Airways between the years 2009-2011. British Airways is one of the United Kingdom’s largest international scheduled airlines. The airline operates one of the most extensive international airline route networks. Its destination network is spread across 300 destinations worldwide and is a leading and established business in the airline industry, In 2007/08, BA recorded revenues of over £8,753 million, 3.1% up from previous year (British Airways, 2009). This report looks into the recession that affected Europe in 2008, and the change management strategies and the consequences that resulted from the changes British Airways took in order to survive. This covers the change methods that influenced The British Airways Chief Executive Officer; (CEO) Willie Walsh, to restructure the organization and cut down on its expenses, by taking a look at Walsh’s restructuring program, and how it turned out to be taken negatively especially by the airlines’ cabin crews where a long running of industrial disputes ensued. Change Management in British Airways: Change management in this report looks into change...
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... | | | Contents Introduction 2 The Core Issues in BA 2 The Eight-step Change Process 2 Change Leadership 4 Change Readiness 5 Resistance to Change and Strategies 6 Stakeholder Analysis 6 Organizational Variables Impacting on Change 7 Specific Concerns and Problems 7 Managerial Challenges 8 Advised Approach 8 Conclusion 9 Introduction The dispute between BA management and Cabin Crew from 2009 to 2011 caused extensive impact throughout the global condition. BA totally lost £150 million and the brand reputation had been affected seriously. It meant that BA has some problems about its change management. This academic report contains four parts. The first part will use theoretical frameworks, such as the eight-stage change process...
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...Abstract Business strategy is important for organizations to operate, and it significantly impacts on every department of organizations. If the strategy has changed, it will cause many problems. In the process of implementing these changes, there is support or resistance from shareholders. This report focuses on analyzing BA’s strategic changes and dealing with managing these changes. In tradition, HRM is the organizational function that deals with requirement, training, assessment and rewarding of employees, while also managing people and the workplace culture and environment. Now the new role of HRM refers to overcome the challenge form implementing changes of organizational strategies. The case also indicates that the flexible HRM plays a significant role of dealing with the disputes between employees and management. Key words: strategy management, British Airways, change management, labor dispute Implication of strategic change in British Airways 1. Introduction Generally, a company makes strategies based on the changing environment. But if the strategies changes, there are many barriers to conduct. Human resource is performed as the most valuable asset of organizations. How to manage and more efficiently utilize the asset is so significant for organization to operate and develop. Obviously, there are resistance form employees. Therefore, human resource department is responsible for coordination in the organization. Human...
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...Trying on the numbers A quick check of J. Crew's first-quarter press release (these numbers are also released in the S-1 registration statement) shows some heartening signs. Net income came in at $5 million, compared with a net loss of $24 million this time last year. Same-store sales increased a whopping 37%, while consolidated revenues increased 45% to $211 million. Of course, same-store sales can indeed sound astonishing when a company is up against an easy comparison to last year, and that's definitely the case here -- comps increased a mere 4% during the same quarter last year. The financials also reveal that aforementioned long-term debt -- $590 million, as of the first quarter. J. Crew has 24 more times more debt than its mere $25 million in cash. Indeed, the company's risk factors in its annual SEC filing specifically contain the following warning: "We may be substantially more leveraged than certain of our competitors, which may place us at a competitive disadvantage." In its filing, the company said that paying off some of its debt is its primary reason for going public. J. Crew hasn't had a profitable year since its flush 2001, which has become the benchmark for many of the metrics we've shared here. Although revenues for the most recent fiscal year increased 17% to $804 million, that still hasn't matched 2001's $826 million in sales. Needless to say, J. Crew's earnings power has been hindered by its large debt load. That's why the company's fourth-quarter...
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...Research report on British Airway’s change program that resulted in long-running industrial disputes between its management and crew members in 2009-2011. CONTENTS LIST 1. Introduction 2. Change management in British Airways 2.1 Organisational context (British Airways: 2009 – 2011) 2.2 The strategic change itself as outlined by its management 2.3 The nature and extent of the strategic changes 2.4 The change management strategy 2.5 The challenges and management difficulties in implementing such change strategy 3. Conclusion 4. Bibliography 1. Introduction This report entails research on British Airway’s (BA) change program that resulted in long-running industrial disputes between its management and crew members between 2009 and 2011. British Airways PLC is one of the world’s leading global premium airlines. The airline is based in London with significant presence at Heathrow, Gatwick and London City. In May and June 2010, the UK trade union Unite carried out a series of industrial actions against British Airways after the airline implemented a series of changes including job losses, a pay freeze and changes to the work practices of cabin crew. However, even though when the dispute started it centred on changes to staffing levels and pay, it was soon bogged down by British Airway’s removal of travel concessions, and in some cases the termination of workers who took part in the industrial action. Unite trade union officials...
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...Jet Blue Airways case study Introductіon Twelve years ago JetBlue was a breath of fresh air in an airline industry bogged down by the ways of legacy carriers that were unconcerned with customer service and known for price gouging. JetBlue was revolutionary. With a fleet of new planes -- all Airbus A320s, which cut down on repair costs -- a staff that worked primarily from home, and 40% of ticket sales executed online, the company emerged as the premier low-cost carrier focused on providing extra-friendly, efficient service (LaMotta, 2010). Jet blue was a discount airline carrier that offered passengers low fares; operated point-to-point systems; used two types of aircraft; served only snacks; and maintained quick turnaround times at airports. Its operating costs were low, especially compared to those of other major U.S. airline companies. In the first quarter of 2008, for example, JetBlue’s total operating expenses amounted to 12.77 cents per revenue passenger mile, compared to 20.95 cents per revenue passenger mile for Delta and 13.85 cents per revenue passenger mile for Southwest (Michael, 2010). According to (Enterprise, 2011) JetBlue Airways is a low-cost passenger airline that provides customer service primarily on point-to-point routes. The company primarily operates in the US. It is headquartered in Forest Hills, New York and employs 12,532 people. The company recorded revenues of $3,286 million during the financial...
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...Fitch Co has proven itself to be able to adapt to the constant changing retail market and has slowly evolved in the retail giant we are familiar with today. Abercrombie and Fitch currently employ a focused differentiation strategy where they target customers ages 12-25. Instead of using conventional methods of strengthening their brand through advertising and a squeaky clean image, A&F instead takes full advantage of controversy and word of mouth advertizing in order to gain their customer base. It is through A&F’s unorthodox methods that they have been able to establish themselves as a highly desirable, high quality apparel retailer and due to these factors they are able to charge a premium price for their products. A&F’s current strategies have helped them to not only establish themselves in the United States, but they are now poised to expand into the global market. With the recent opening of flagship locations in Tokyo, London, Milan, A&F now has a solid foothold to tap into the Western European and Asian Markets. With the potential in these foreign markets, A&F should realize high levels of growth in the near future if they are successful. Table of Contents: Company Background: 4-5 Company Strategy: 5-7 Communication of the Strategy: 7-8 SWOT Analysis: 8-10 Strategically Relevant industry Features: 10 Five Forces Model of Competition: 11-13 Competitors & Rivalry: 13-15 Key Success Factors: 16 Company Value Chain: 16-18 Recommendations:...
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...Dhian Ayu Paramita Management Control System Assignment 12/335910/EK/19096 Discussion Questions -- Case 3.1 Southwest Airlines Corporation Question 1 : What is Southwest’s strategy? What is the basis on which Southwest builds its competitive advantage? One of the goals of the company is to achieve its goals which can be seen through the Vision. Southwest’s Vision “ To become the World’s Most Loved, Most Flown, and Most Profitable Airline” can be achieved by planning good strategy. Strategy is also needed in order to achieve Southwest’s goals and purpose, which is “To connect People to what’s important in their lives through friendly, reliable, and low-cost air travel”. The main strategy of Southwest is the capability of the company to manage and take advantage of its competitive advantage. Major competitive advantage of Southwest Corporation is its people, just like current CEO Gary Kelly said on company’s official website : “Our people are our single greatest strength and most enduring long-term competitive advantage”. Additionally, Southwestt keep developing its sustainable competitive advantage by using Generic Competitive Advantage. It was the advanced of Michael Porter’s Five Force Analysis Model consist of Low Cost or Differentiation. a) The Low Cost Strategy or Cost Leadership Southwest used tight cost control and cost minimization by keeping their cost of goods sold low but not as an exchange of satisfaction of the customer...
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...promote a positive work environment for its employees. Trader Joe’s is able to increase job satisfaction and performance in the following ways. I. Compensation Trader Joe’s offers new employees a generous compensation package inclusive of above market wages, retirement contributions, medical benefits, dental vacation, paid vacation time and a 10% discount. The competitive wages offered to part-time and full-time employees alike makes Trader Joe’s one of the highest paying employers in the retail grocery store industry, with part-time employees earning close to 20k annually, full time employees earning between 40k to 60 annually and store managers average compensation over six figures. “According to Glassdoor, the average Trader Joe’s crew member earns $13.20 an hour. Pay starts at around $9, but raise opportunities come often, and employees have the opportunity to earn a $2 per hour raise every year.” (Mazzoni, 2014) II. Collaborative Environment The overall work environment at Trader Joe Markets is very informal with employees donning Hawaiian Shirts as part of their work uniform, and a smile as they greet and engage customers to enhance their overall shopping experience. Daily tasks are routinely shared amongst all staff, and it is not uncommon to see store managers stocking shelves, and/or ringing up a customers. "You get paid well, go to work in a Hawaiian shirt, eat good food, and talk to people. This is all part of that unique culture that the chain has cultivated...
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...INTRODUCTION Maersk Line is the principle division of A. P. Moller-Maersk Group, a Danish shipping conglomerate. They are collectively known as Maersk. The group owns and operates container carriers, bulk carriers, supply and specialty ships and tankers. The group primarily operates in Europe and Americas. The group is headquartered in Copenhagen, Denmark and employed approximately 120,000 employees as on December 31, 2008. The company recorded revenues of DKK311,821 million (approximately $61,534.8 million) during the financial year ended December 2008 (FY2008), an increase of 11.8% over 2007. The operating profit of the company was DKK62,509 million (approximately $12,335.5 million) during FY2008, an increase of 39.7% over 2007. The net profit was DKK17,638 million (approximately $3,480.7 million) in FY2008, a decrease of 5.3% over 2007 ("A.p. moller-maersk group," 2009). The purpose of this paper is to ascertain the possibility of growth opportunities for Maerks through freight consolidation between China/Asian markets and the United States. Organization for International Business Activities Selecting a Global Company Structure Maersk is a worldwide conglomerate operating in over 130 countries. Their business areas include container shipping, tankers, terminal activities, oil & gas, retail and technology. Their major source of revenue is the Maersk Line. The organization is broken out into the following companies: CONTAINER SHIPPING UNITS Maersk Line Damco ...
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...an upscale family restaurant that offers items for both the children and adults. This turnkey operation seats 170 customers and is the perfect size for a PHC family operation. With the current leasehold improvements and quality kitchen equipment it would take very little to upgrade this operation to the legendary PHC winning formula. The growth in numbers of high income families in the Fenton area is projected at over 30%. There is a need for a family fine dining restaurant in the Fenton area. PHC would be the perfect neighborhood restaurant in the perfect neighbourhood. The Pasta House Co. in Fenton will be the second location for Dennis Boldt, who has operated a successful franchise unit in High Ridge, Missouri for 20 years. The Pasta House Co. based out of St. Louis, and now has over 34 successful company and franchise locations in the United States and Mexico. PHC Fenton will have a prime location, great food, a proven concept, super franchise support, no competition, a senior management and crew, a fantastic neighborhood marketing program, a huge catering base to build on, personalized service in a warm Italian imported grocery store atmosphere, and the support of the community resulting in a highly profitable PHC restaurant in Fenton. Objectives The objective is to purchase the current...
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...Executive Summary This analysis was undertaken in an attempt to evaluate NonStop Yacht’s strategic direction in the Mega-Yacht industry due to the firm’s consistent inability to meet financial expectations. This case focused its efforts on answering. This poor financial performance has led the firm’s management to question whether or not a strategic alliance might be a beneficial alternative to their current business model. To address the firm’s current quandary, this case has answered the following central question: Should NSY strategically align with key industry players; or, would organic growth be a more beneficial option for generating the additional value needed to once again realign the company with both internal and external expectations? Analysis of the situation focused on three strategic issues found to be key in determining the firm’s strategic options: NSY’s core competencies; their internal environment which encompasses the firms operations, structure and culture; and how the industry trend of consolidation might affect the firm’s positioning. Based on a thorough analysis, it is recommended that NSY forgo an alliance with an industry player, instead focusing on organic growth. This growth is recommended to first begin by reinvigorating their e-commerce approach. NSY’s website must deliver on the value that was originally intended at the firms inception. Second, it is recommended that NSY steadily grow their brick and mortar footprint throughout locations...
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...1. Actions Taken: One of the first things identified by Powder was a bottleneck in the process that took place for the work needed to be completed by the Construction department. TOC consists of Problem Solving and Management/Decision-Making Tools called the Thinking Processes (TP). TOC is applied to logically and systematically answer these three questions essential to any process of ongoing improvement: “What to change?” “To what to change?” “How to cause the change?” (science of business) The first principle of Goldratt’s Theory of Constraints is that the primary goal of every business function—every department, every workflow, every system, every process, and every policy—is the same: to earn revenue for the business. (agileattorney) In addressing the questions above, Powder decided that with proper planning, he could maximize revenues, reduce wastage and solve several problems at once. Looking at his current capacity to produce, he realized he needed to change the level of work flow passed on to him by the Construction Department. His idea hinged on loaning the Construction Department the assistance they needed by allowing underutilized SD crews to assist with construction related tasks. Powder scheduled his staff to ensuresufficient coverage for his own workload. The remaining staff was appointed to “Construction”. Stage 2: Adopt Best Practice The lean synchronization approach calls upon resources to work smarter rather than harder. Lean thinking...
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