...Sales and Distribution Channel Structure of Madura Garments Group B9 Ishan Agrawal (11P081) Jaya S Choubey (11P083) Kumar Rahul(11P087) Abhishek Narayan (11P145) Madhur Paul (11P147) Contents Madura Garments 3 Background 4 Louis Philippe: 4 Van Heusen: 4 Allen Solly: 4 Esprit: 4 Planet Fashion: 5 Madura Fashion & Lifestyle Channel Structure 6 Data on the Channel Structure of Madura Fashion & Lifestyle 8 New Product Development 10 Market Overview 13 Product positioning: 13 Product pricing 13 Competitor Channel Strategy 13 Process followed 15 Issues in Channel Strategy 16 Issue: Selecting Channel Members 16 Issue: Fostering Channel Member acceptance of the new products 16 Issue: Stocking and Visual merchandising 17 Issue: Maintaining Product Differentiation 17 Recommendations: 17 Issue: Product Positioning: 17 Issue: Product line expansion 17 Issue: Sales Organization and Sales Culture: 18 Sales Culture: 18 Personal Selling Process: 19 Recruitment, Selection and Training of Sales Personnel 21 Step 1: Manpower Planning 21 Step 2: Sourcing activity 21 Internal Sourcing 21 External Sourcing 21 Step 3: Approval 22 Training and Development :- 22 Probation Appraisal Forms: 22 Territory and Quota Management 23 Evaluation of Sales Personnel 24 Challenges faced in implementing recommendations: 26 What can be done to address these challenges? 26 References 27 Madura Garments Background ...
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...BSA 310 May 15, 2011 Rich Harrell Critical Information Systems An Information System is an organizations framework for efficiency, productivity, and functionality. It “is a collection of hardware, software, data, people and procedures that are designed to generate and disseminate information and data that supports the activities of an organization” (International Graduate, 2011). Kudler Fine Foods is an organization specializing in providing domestic and imported sustenance to consumers. This paper clarifies an information system critical to their business process and examines how this system has an effect on the organization’s intricate structure. Information Systems Information systems used by organizations often follow a “traditional hierarchical structure” (Turban & Volonino, 2010. p.42). The structure commonly consists of seven functional types (1) Personal and Productivity Systems, (2) Transaction Processing Systems, (3) Functional and Management Information Systems, (4) Enterprise Systems, (5) Inter-organizational Systems, (6) Global Systems, and (7) Special Systems. Each category plays an essential role in the overall function of an organization when utilized. The development of an application program is used to execute or support a specific organization task or business process through the use of that information system. Although system types and applications can be independent of each other, most systems and programs are often reliant on each...
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...college located in Upper Clapton, London in the United Kingdom. It officially opened in September 2002, giving students in Hackney the opportunity to study at a college close to where they live. It provides student courses for the right appropriate level. It provides a-level courses such as chemistry, maths and business. Tesco has a hierarchical structure because it has a lot of layers and a lot of people reporting into more than one person before that information get to the boss. A hierarchical structure has many levels. Each level is controlled by one person. A hierarchical company tends to be a very big company just like Tesco is. In a hierarchy instructions are generally passed down from one person to another until it gets to the bottom of the hierarchical structure. If there was a problem in a hierarchical structure it would move up through the structure again from one person to another until it gets to where it is supported to be. Strengths of a Hierarchical structure are that there is a close control of workers. Workers in Tesco will know exactly what they have to do so they don't wait around until they are told. This sort of structure allows the workers in Tesco to know precisely what they have to do so they don't hang around until they are told. There is clear authority and responsibility within the organisation that makes sure that everybody knows what they are undertaking and know...
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...一 1，type：Tesco is one of Britain's leading food retailers, with 519 stores throughout England, Scotland and Wales. There are also 105 stores in France operated by Catteau, and 44 in Hungary operated by Global. Tesco is committed to: • offering customers the best value for money and the most competitive prices • meeting the needs of customers by constantly seeking, and acting on, their opinions regarding innovation, product quality, choice, store facilities and service • providing shareholders with progressive returns on their investmentimproving profitability through investment in efficient stores and distribution depots, in productivity improvements and in new technology • developing the talents of its people through sound management and training practices, while rewarding them fairly with equal opportunities for all • working closely with suppliers to build long term business relationships based on strict quality and price criteria • participating in the formulation of national food industry policies on key issues such as health, nutrition, hygiene, safety and animal welfare • supporting the well-being of the community and the protection of the environment 二，aim：Tesco's core aim is to create value for customers in order to remain loyal to this brand. This can be achieved through the employees and customers. In every country, Tesco tries to understand their needs and to act responsibly in each community. Each country that Tesco operates has a community...
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...Communication Networks: Formal vs. Informal Communication Communication skills are essential for everyone in the business organization whether it is for business executives, sales employees or even labor workers. An example would be how sales representatives of the company are required be eloquent and persuasive speakers in order for them to be able to sell the products or how labor workers in the chemical factory also need to communicate effectively in order to avoid delay in production or conflicts or how business executives are able to convey their visions and delegate tasks to their subordinates. However, to reach optimal effectiveness in communication, simply having leaders or employees with good communication skills are not sufficient for business to succeed as it only accounts for small degree of communication effectiveness. Organization needs to develop effective communication networks for employers and employees to communicate throughout the organization structure. To be more specific, it is how organization improves the communication flow within and across each business departments. Communication networks are categorized into two categories: Formal and Informal Communication Networks. However the question remains whether which types of communication networks are more effective. Formal Communication The best way to describe formal communication networks is what is known as organizational chart. It is simply a system designed by management to dictate how communication...
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...The divisional structure or product structure consists of self-contained divisions. A division is a collection of functions which produce a product. It also utilizes a plan to compete and operate as a separate business or profit center. According to Zainbooks.com, divisional structure in America is seen as the second most common structure for organization today.[citation needed] Employees who are responsible for certain market services or types of products are placed in divisional structure in order to increase their flexibility. Examples of divisions include regional (a U.S Division and an EU division), consumer type (a division for companies and one for households), and product type (a division for trucks, another for SUVS, and another for cars). The divisions may also have their own departments such as marketing, sales, and engineering. The advantage of divisional structure is that it uses delegated authority so the performance can be directly measured with each group. This results in managers performing better and high employee morale.[citation needed] Another advantage of using divisional structure is that it is more efficient in coordinating work between different divisions, and there is more flexibility to respond when there is a change in the market. Also, a company will have a simpler process if they need to change the size of the business by either adding or removing divisions. When divisional structure is utilized more specialization can occur within the groups...
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...Introduction The business environment is the internal and external factors that affect how the company functions including employees, customers, management, supply and demand and business regulations. I will be explaining two different businesses (Tesco’s and Chloe’s corner shop) that what their purposes are, what kind ownership are they and what is the type of their business. Then I will be going to describe the different stakeholders who influence the purpose of Tesco and Costcutter. This article will cover the purpose, ownership, organisational structure and strategic planning of both Tesco’s and Chloe’s corner shop. Tesco’s Tesco started in 1919 when Jack Cohlen started selling surplus grocery from a stall in east London. Mr Cohen who is the founder of Tesco made a profit of £1 from a sale of £4 on his first day. And today Tesco is the UKs biggest supermarket company by employing about 89000 people internationally and still expanding. Tesco is an international company they got their branches in over 14 countries which includes china, japan, Malaysia, Thailand, Mexico and many more. They got over 2500 stores internationally all around the world. Tesco is a public limited company or PLC that’s national (spread all over the parts of UK) and is also in every local borough in London. Tesco’s belong to the tertiary sector because it does not make products as such but it mainly provides a valuable service that consumers and other business are prepared to pay for and/ or use...
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...countries and has more than 2.1 million employees globally and is opening new branches almost daily, selling a variety of products earning over 540 billion profits annually. (walmartstores.com) Hierarchical organization. With less than 50 employees, the hierarchical organization of Revolution Cleaners is extremely straightforward. The company has an owner, managers, and employees. The owner/CEO is in highest ranking official in the business and he gives his orders and commands to the store managers who then pass on the information the employees. Communication in Revolution Cleaners is very efficient as the hierarchical structure uncomplicated as opposed to a larger organization, like Walmart. The hierarchical structure in small companies like Revolution Cleaners is effective, as the amount of employees affects the success of the organizational structure. The level of the management is simple making communication and decision making efficient and problem free. Based on the Revolution Cleaners website (and personal...
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...Problem: In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to McDonald. I’m going to analyze the issue for Green and suggest solutions to solve the problem. Conclusion and Recommendation: Green had strong ambition and willingness to achieve a high selling growth for the company. However, Green was so concentrated on goals without observing the surrounding situation; it caused a failure for him to adapt his work style. Plus lacking a managerial experience, Green wasn’t able to look at issues based on a structural and long term view. Thus he would decide to avoid interactions with Davis after the first criticism, rather than improving his performance and rebuilding the relationship with Davis. In addition, both roles that Green and Davis had were dependent upon collecting information; however, it seemed that...
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...Corporation, though profitable was lousily managed. It lacked structure and would sooner or later lose control of its laxed work force and eventually lose profits. The problems facing Apex lay in several areas. (1) Customer serviced needed much improvement; customers found Apex to be slow in responding or not responding at all. (2) The hours that key employees kept were not in tune with customer needs. (3) Apex functioned as a reactionary company rather than a potential leader in the cellular carrier industry. Some alternative actions Apex Corporation needed were restructuring of its organizational structure, in an attempt to achieve maximum proficiency, the CEO implemented a circular structure to create a non hierarchal organization so information could flow freely between the organization and its environment. However employees could not relate to the circular structure. The circular structure confused current and new employees because it lacked clarity as to who made decisions; employees didn’t know how they were being evaluated. It did not improved customer service or the view employees had of the customer. The Horizontal structure was nonresponsive with regards to employees and it was inadequate. What was needed was the ability to control all departments of the company. Innovative structures would not work. Apex needed to return to traditional business management of the Hierarchical Functional Structure. Hierarchy protects subordinates by clearly outlining chains...
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...Savings Because they use much less space than typical gardens, roof gardens not only offer privacy but also “absorb a lot of energy by being on top of a structure. They provide natural noise and thermal heat insulation, thereby cutting down on utility bills.” (Dickinson 2008) Additionally, roof gardens also provide habitats for wildlife. Thus, what was once deemed good for the eye is also now good for the environment. Feasibility of Converting Flat Roofed Buildings to Gardens There are many options for the placement of a roof garden including wood-frame structures. However, the primary guiding principal is that roof gardens should be built on structures that are strong enough to support them. “Roof gardens are more ideally suited to steel-frame and reinforced-concrete structures, on which strong support platforms can be provided as reasonable cost.” (Osmundson 1999, 14) Weaker structures or structures that require additional support be added, can be transformed into a roof garden. However, these can cost significantly more to build depending on the initial weight-bearing capability of that structure. Structural Requirements Developing a roof garden does not need to be limited to the concept of a traditional garden that might be seen on top of a downtown apartment building. Instead, creativity is imperative as other structure-types are...
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...building differentiation on the basis of its marketing, range, logistics and store operations” (Johnson, Scholes & Whittington, 2005, p.249). Power structures The leadership beliefs in an inverted organisational pyramid, where the customer is at the top followed by staff, with top management at the bottom (Sancovich, 2002). The customer is put on top as they have the real power of what Ikea can and should sell. No one in Ikea flies first class is another aspect of the power culture within Ikea (Sancovich, 2002). This is part of the core beliefs of the leadership, as everyone in the organisation should be treated the same regarding of position. In general, Ikea uses an egalitarian leadership style, hence emphasise of getting rid of status and conventions. Even though Ingvar Kamprad is retired, he is still involved in the organisation he founded in 1943 (Allen, 2005). Hence, it is difficult to change the culture in the organisation as he is still pulling the strings. As all the employees is taught and trained the IKEA way, the desire and need for a cultural change is another unanswered question. How is power distributed in the organisation? What are the core beliefs of the leadership? How strongly held are these beliefs (idealists or pragmatists)? What are the main blockages to change? Organisational structures Even though Ikea is a large company with multiple divisions spread around the world, the organisation has a strong emphasis of having no hierarchy....
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...Questions 1. Taking into account information above, what type of organizational structure does the company belong? Why? Please explain. Mechanistic vs Organic Grand Candy is an Organic company as there are few rules. There is also an informal communication. 2. What type of organizational design will better suit to this firm? a) Simple b) functional c) divisional d) team structure The organization use team structure design both in stores and factory. A team consists of professionals with various skills. According to company's CEO (chief executive officer Hovhannes Aidinyan) if one member of a team should be fired all team members should give an agreement. 3. What type of departmentalization does the company use in the factory? a) functional b) customer c)process d)product In the contrary of stores and cafes the factory creates teams using a product departmentalization. It is necessary as and most suitable way of departmentalization as company produces more than 400 products. Questions 1. Taking into account information above,what type of organizational structure does the company belong? Why? Please explain. Mechanistic vs Organic MTS uses mechanistic organizational structure. First of all it is very big for being organic. Which is characteristic for mechanistic organizations, it has many rules, formulized communication channels in order to manage behavior and performance of huge amount of employees. According to changes given above,...
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...Organisation structures can be broadly classified into the following types/forms: Line Organisation structure. Functional Organisation structure. Line and staff Organisation structure. Product Organisation structure. Committee and Matrix Organisation structure. .1 Line Organisation Structure Line Organisation (also called Military/Scalar Organisation) is the oldest and the simplest form of internal Organisation structure authority moves directly from the top level to the lowest level in a step-by-step manner. It is straight and vertical. The top-level management takes all major decisions and issues directions for actual execution. The general manager, for example, issues order to various departmental managers. Thereafter, the departmental manager issues instructions to works manager. Advantages of Line Organisation Structure Simplicity: Line Organisation structure is easy to understand and follow by superiors and subordinates. It is simple and clear as regards authority and accountability. Prompt decisions: Line Organisation facilitates prompt decision-making at all levels as the authority given is clear and complete. Discipline: It brings discipline in the Organisation due to unity of command, delegation of authority and direct accountability. Economical: Line Organisation is economical as experts are not appointed. Attraction to talented persons: Line Organisation brings out talented workers and develops in them quality of leadership. It offers opportunities...
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...Introduction Organizations have a need for all types of skills and abilities. The total burden of labor in an organization is divided up so that people with different levels of intelligence and skills can each find their own productive place. Management issues in organizational structure Line and staff employees The first management consideration is to examine !low employees are distinguished from each other in terms of how they' fit in' to a typical organizational structure - the issue of line and staff employees. Different specialist divisions and departments within an organization contain a predominance of either line or staff employees. Line employees Those those are directly responsible for achieving the organization's objectives. Line employees are therefore found in departments that are responsible for producing, selling or servicing the organization's products (E.g. in operations, marketing and after-sales servicing). Staff employees Are responsible for supporting the line employees in their tasks. Staffs are therefore found in departments that advise, support or provide expertise, such as personnel, research and development and finance. Example: A business producing cars is known for its car-making activities. Its primary objective is to produce and market cars in order to make profit. The company needs its staff functions because of its line function; The personnel and finance functions would have no purpose at all unless...
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