Jugo Juice was established in 1998 with the intention of offering customers a healthy alternative within the fast food industry (History, 2011). The cross-Canada franchise business company operates as a flat management structure. As such, it hires professional managers and sales employees to deal with major policy and direction issues concerning all Jugo Juice locations. Each branch store has the right to choose its own contractors and suppliers and is responsible for its business profit. However, as Jugo Juice has only been in business a relatively short time, its lack of business experience is evident in the process of expanding its business model.
For instance, the company franchises each store to hire its employees and have its own human resource management. The first step in the process of needs analysis is to identify the key staff groups in an organization (Hislop, 2005). Each Jugo Juice outlet has its own front line employees and most of the store managers hold the administrative and management responsibilities. Hence, the key staff groups changes from store to store, depending on the decisions of the individual manager/owner. Moreover, most of the stores have no professional managers and their staff is not highly trained (History, 2011). For these reasons, needs analysis techniques need to be conducted. Currently, the company mostly uses facilitated discussions to have meetings with managers and consultants of each branch store in order to analyze their developing strategies and transfer information. Within the branch stores, most managers prefer to use contextual inquiry, with the manager spending time to interview and observe the employees (Hislop, 2005).
Jugo Juice started as a private company and then quickly developed into a franchise business company through its successful operation strategies. At heart, the company is a diverse organization culture