Factors that drive organizational change Essay

Organizational limiting is defined as throw that has an impact on the way work is performed and has a significant loading on staff. (The Vector study, 2012). Organizational neuter can be major like a reorganization or a much smaller change such as new computer software. Changes can include structure at bottom the organization, working practices that include hours and schedules, role changes, and the surround within which work is done. Whether change is viewed as large or small it can affect production, employee satisfaction, and profits.When an organization faces decisions that may cause change, the leadership mustiness have a vision of the objective. In order for change to happen, the entire organization needs to share a vision of a desirable future. Today there are many reasons for change in an organization. One major factor is technology. The technological advancements in business resulted in frequent changes and more are coming. Organizations use technology to look for shi p canal to make things easier and less costly. In an ever-changing global economy the demand for higher services and quality place pressure on an organization, implying that change is a constant way of corporate life. Businesses want results and the addition of the Internet, web mergings, andcell phones have created an environment of instant results.Technology has advanced business needs to out of the question heights. With changes, though, comes implementation. These changes are not easy and will affect the team members. Management has to be on top of the newest developments and decide how best to use them. Leadership must implement strategies that will help the entire organization see the vision they have for the smart set and why this change is necessary for progress. For an organization to be productive in leading change it is essential that members are of the same mind-set and share the sense that change will lead to progress. Teams leading change must be credible and commi tted to the change process.Possessing the skills necessary and the ability to guide others is crucial to success. Failing to do so leads to market share and profit loss. Shareholders put down confidence in senior management and the loss of key employees can perpetuate an unstable environment. The economic and social forces such as globalization, social/culture, semipolitical/legal, competition, technology, liberalization, deregulation, unstable financial market and advancement in information technology have made and continue to make the business environment dynamic in all operating aspects.Competition is another factor of organizational change. A small business may generate themselves directly competing with a large cosmic string store or a United States manufacturing firm may have competition from other global organizations. No matter the size or mates of a business, competition will lead to change. Most organizations today face a dynamic changing environment. These companies have two choices change and grow or stay the same and fail. Organizations that learn to change and adapt to these changes ultimately survive. Merger and acquisitions are lots a result of change. One company could not or did not adapt to the changes in the environment and became vulnerable or they made aggressive changes and became more desirable as an asset than a competitor.This is how I find myself in my current job. In 2001 I was employed by a small Bio-tech company that developed and sold an innovative piece of medical equipment. This company was growing faster than anticipated and the market for this product exceeded expectations. It was a very exciting time. In the medical device industry there is always blather of acquisitions and no organization is immune to the rumors. As thetalk of our small company being bought by one of the big Bio-tech companies in our industry grew, so did the uncertainty. The do of mergers and acquisitions on employee morale can be significant, (Ri chards, 2013) and my company and fellow employees were no exception.There was an announcement made, and we were acquired by another much larger company. Change is often difficult and how this was going to impact our jobs was the biggest concern for most. Who would still have a job and how was that job going to change based on our new environment were the questions being asked. The key to this successful merger of two separate sales teams was communication. The communication was critical to eliminate fear and explain decisions. The leadership worked diligently to raise us with as much information regarding the upcoming steps and who would be handling each one. They shared as much of the strategy as they could legitimately and handled every question effectively and honestly.When two organizations come together in a situation as this, there are many changes to deal with. apiece member of our team was given the choice to apply for a position within the new company or take a severance package. few felt safer with the severance and left, but many of us interviewed for our positions with the new company. We met in a central location and were interviewed by three teams sales, human resources and, marketing.Not subtle if and how many of us would ever work together again was an additional stress. Waiting for the call, to see if I had a job was stressful, but so was meeting and joining a new group. As in any organization change there were concerns, conflicts and, perceived losses. Fear of change can impact productivity negatively and resulted in some to seek other opportunities. Fortunately for me though, things have worked out well.Stress and fear of job changes can cause competition within an organization. Senior leadership was doing their best to stay alert to signs of negative competition and keeping both groups informed of the changes and what impact this would have on each unmarrieds job. Competition is good but if it creates stress and conflict it can be de trimental to an organization.ReferencesThe vector study. (2012). Retrieved from http//vectorstudy.com/management-topics/organizational-changeRichards, L. (2012). The effects of mergers and acquisitions on employee morale. Small Business, (), . Retrieved from http//smallbusiness.chron.com/effects-merger-acquisition-employee-morale-3196.html

Economic Principles

_____________________________________________________________ BEO1105 Economic Principles Assignment Semester 2, 2012 DUE Week beginning the tenth of September, 2012 Value 20% of Total Assessment * Since the date tropes a part of the final assessment for the subject, no assistance will be provided by the staff in relation to answers to the questions. However, if you need any clarifications in regard to the questions, you may contact the lecturer/tutor. You should attach the duly completed Assessment Declaration form available in the Assessment Information section of the subject Web site (WebCT). * You should comply with the assignment presentation requirement as outlined in the subject guide. * The assignment must be typed with a maximum of 600 words in total. * The completed assignment must be lodged with your tutor during your scheduled tutorial in the week it is due. ___________________________________________________________________________ incredulity 1 (9 marks)During the 19 90s, technological advance reduced the cost of computer chips. Explain, with the expenditure supply and demand diagrams, how the following markets are affected in terms of prices and quantities. (a) Computers (3 marks) (b) Computer software (3 marks) (c) Typewriters (3 marks) Question 2 (6 marks) After an economics lecture one day, your friend suggests that burdensome food would be a good way to raise revenue because the demand for food is quite inelastic. a) In what sense is taxing food is a good way to raise revenue? (3 Marks) (b) In what sense is it not a good way to raise revenue? (3 Marks) Question 3 (5 marks) Most studies of firms long run be have found that average cost decline as firms produce increasingly larger railroad siding levels (economies of scale), such as for automobile firms. However, trucking (haulage) firms appear not to experience falling average costs associated with large-scale operations. Why might this be the case? Explain

Review of the Child Protective Services Investigation Process Essay

In the beginning of 2004, the tragic death of a young boy in San Antonio, TX raised concerns about Texas Department of Protective and Regulatory Services (TDPRS) procedures relating to the probe of the baby protective services ( hertz) process, including responding to tele telephone reports and assessing the risk of contumely accurately. TDPRS is watercoursely under investigation legitimate by the Governor, Rick Perry. The Governor call forthd, there is enough evidence from various parts of the state to paint a picture that some of our most vulnerable children ar not receiving the protection they need from abusive situations. The evidence leads me to intrust we have a corpseic breakdown in the safety net that must protect mistreat children (www.governor.state.tx.us July 1, 2004).This paper examines current procedures in the investigation process and provides recommendations for improvement related to several of the details and character of the operations process. Reinven ting government initiatives draw heavily on supply chain counseling, total lumber steering, problem process reengineering, and just-in-time delivery concepts that fall under the Operations Management umbrella.(Chase, 2003). Because this review is narrowly focused on the wheel investigation process, there atomic moment 18 several essential elements of child welfare services that are not addressed in this paper, including substitute care and permanency services.OVERVIEW OF FUNCTIONAL AREASThe boilers suit goal of cps is to protect the unprotected children from scream and neglect. This report focuses on specific CPS functions and crosscutting themes. These functions are those that comprise the child protection response to allegations of ill-usage and neglect. Operational definitions described in this report intromit* Screening and inhalation the process by which CPS receives a referral and a report concerning allegations of child abuse or neglect, and decides whether or not to respond to the referral and report.* Investigation the process by which CPS determines whether child mal interference has occurred or if a child is at risk of maltreatment, and the decisions and actions that are needed to ensure the childs safety.* Other CPS Response and Alternative Response a response to an allegation of abuse or neglect that assesses the ineluctably of the child or family with or without requiring a determination that maltreatment has occurred or that the child is at risk of maltreatment for the purpose of providing the family with services.For each function, there are several divers(prenominal) features. The workflow of these functions is described in Table 1.SCREENING AND INTAKEReceiving community referrals, which includes those from mandated professional reporters and the population at large, is the gateway to CPS. Features of the intake procedures include the availability to receive reports, methods for documenting reports, and timeframes for accep ting and forwarding a report. Intake is available 24-hours a day 7 days a week, and centralized in Austin, TX. Referred reports are generally categorized into two groups.In the first off group, CPS caseworkers are dispatched immediately for children believed to be in imminent risk of harm. In the second group, investigations are usually initiated inwardly 10 days. The policies indicate that a decision protocol for forwarding cases for investigation. The hotline workers conduct character assurance (QA) reviews on each case and decision to forward a case to investigation is make with supervisor approval. In case of sexual abuse and serious abuse, the case must be notified to right enforcement.INVESTIGATIONThe investigation function addresses the process of determining whether a child has been step or is probably to be maltreated, and if services are needed to ensure the child allow for not be harmed in the future. TDPRS implemented the use of risk and safety assessment (IRA) as tools to guide decision-making as to when and how to intervene to wield children safe in the immediate future and to reduce long-term risk. The result of IRA was included at case closure, during case envisionning at any major decision point, or whenever circumstances kindle a childs safety is at risk. Investigators usually check if the childs family has had a prior validated report of abuse or neglect. Investigators then visit and interview the family, including initiating face-to-face fall into place with the children, and begin collecting information about the aver maltreatment incident.If an investigator, during the initial investigation, believes that a child has been maltreated and inevitably the court to protect the childs safety, the investigator must initiate judicial heed of the case, which can be time-consuming and complicated. While the investigator is following the procedures involved in investigating the alleged maltreatment, he or she is also developing a tenta tive plan to address those conditions in the habitation that CPS believes contributed to the maltreatment of the child. This plan ultimately becomes the case plan that outlines treatment services for the child and the family. The plan described what actions are required of all the parties involved to correct the condition that caused the maltreatment.OTHER CPS solution AND ALTERNATIVE RESPONSEThe overall goals of alternative response are to provide a response survival to those families whose situations did not meet the mandate or criteria for CPS involvement, to serve low-risk or low-severity situations, or to improve family situations. This is to evince partnering the families with the community and creating a network for the family, protect children and assist parents to recognize and remedy conditions harmful to their children, provide onus services before the need of CPS involvement is required, and prevent the family from potentially being re-referred. The causes of child abuse and neglect are compound, and a case plan can involve referrals to an array of individuals, including caseworkers from other units in the agency, private service providers such(prenominal) as psychical health and counseling professionals, other public agencies such as housing and transportation services.CURRENT WORKFLOWDocumenting business process flows visually not wholly helps in ISO and QS initiatives, but it is the first step toward continuous improvement. (Gould, L. 2000) A good way to start analyzing a process is with a diagram showing the basic elements of a process (Chase, 2003) Table 1 describes the overview of current workflow from the time the report of maltreatment was reported to CPS until the completion of the investigation.Table 1 primal PROBLEMSBecause child protection is a searing service and because of the seriousness consequences of errors, CPS must seek to image the quality, timeliness, and accuracy of the process both through detailed specifications ( laws, regulations, and policy) and thorough supervisory oversight. However, the process must be balanced with systems that give workers and supervisors sufficient flexibility to apply sound professional judgment. Increases in the number of maltreatment cases, the changing nature of family problems, and long-standing systemic weaknesses have placed the CPS system in a state of crisis and undermined its ability to fully carry out the responsibilities for abused and neglected children.First, child maltreatment reports have rise steadily across the state. The caseloads of CPS have grown correspondingly, and CPS cannot keep pace with this workload. Second, these caseloads are progressively composed of families whose problems have grown more troubling and complicated, with substance abuse a common and permeating condition. Finally, systemic weaknesses, such as difficulty maintaining professional and skilled workforce, inconsistently implementing policies and procedures, and poor working relationships with exterior resources has created a long-standing problems. The combined effect of difficult caseloads and systemic weaknesses may endanger the lives of children glide slope to the attention of CPS.In CPS, the module sometimes deal with life-and-death issues, the knowledge of and consistent application of appropriate policies and procedures are critical. However, CPS staff is unable to consistently apply existing policies such as inadequate safety assessment. This is because policies sort frequently, no procedures manual exists, and information is inconsistently distributed to all staff.By necessity, CPS should work efficiently and in effect with outside resources to protect children. However, the outside resources, like CPS, also face problems associated with the large volume of increasingly complex cases, budget cuts, and Medicaid reform. Unnecessary time spent to transfer or refer cases diverts the investigator from performing investigative activities on oth er open cases and create congestion in workflow.COMPARE AND CONTRAST WITH OTHER dedicateIn 1994, Missouri developed a new strategy to handle the overwhelming number of reports coming into its CPS system. Missouri recognized that state government, acting alone, had neither the resources nor the local community, neighborhood, or family base to efficaciously alter the cycle of abuse and neglect. The agency and local CPS offices have turned to the broader community of churches, schools, mental health providers, and others to expand their reach.By developing partnerships with these community groups, CPS is able to quickly increase the number of people available to serve children and their families, without increasing CPS staffing levels. The model in this state is also found on the premise that not all CPS cases require the same traditional approach. Instead, the models incorporate a flexible response, whereby CPS cases can be grouped according to the nature of the allegation, recogni zing that different types of allegations required different responses.RECOMMENDATIONSBuild Community PartnershipDifferent types of maltreatment require dramatically different prevention and treatment strategies. It is critical for CPS to form partnerships between CPS and community service providers. This will allow the cases to be referred and transferred more smoothly and in a timely manner. However, ultimate success will depend on the CPS staffs ability to overcome certain challenges, such as developing willingness within the community to become more active in protecting children from maltreatment and to adapt to new roles and responsibilities. complicate the Key Performance RequirementKey Performance RequirementsHow to Achieve These RequirementsReport Receipt(Intake)* Community consciousness of when and how to report* Minimal wait to reach the intake workers* Effective use of the CAPS (agency computer system)* Enhanced phone system that provide real time information, manage call distribution to available workers, and support inclination of staffing requirementsScreening* Immediate response to high risk situations* Reasonable timeliness of decisions on other situations* dependable screening decisions* Screening guidelines that provide consistent direction* Immediate access to germane(predicate) information system* Real-time consultation from experienced supervisors assessment(Investigation)* Sufficient thoroughness reasonable and prudent efforts made to obtain relevant information* Timeliness of decisions* Decisions consistent with information and with policy* Assessment guidelines that provide consistent direction* Assessment timeliness requirements that balance thorough information gathering with responsiveness* Reasonable caseloads and adequate number of staff* Accessible consultation from experienced supervisorsManagement Reporting* Information that enables management to make sound judgments regarding overall performance and other matters, such as st affing requirements* Information that enables supervisors to manage caseloads and monitor quality and timeliness* utilization of the information to identify targeted improvements where needed* Real-time information about on-going cases* Reports on both the detailed (by worker) and abbreviation (by unit) level on caseloads and case status (pending, deadlines, overdue, etc.)* Reports of quality assurance findings* Designation of specific performance measures that will be tracked and monitored with comparisons across local offices* Management reports on overall program performance including workload, timeliness, quality assurance results, investigation outcomes, list of outside resources, etc.CONCLUSIONTDPRS is facing increased reports of child abuse and neglect, as well as a disturbing increase in the number of families with severe and ten-fold problems. The burden to improve the ways CPS responds to children at risk of abuse and neglect falls on state and local governments. When a process is operating at capacity, the only way to take on more work without increasing the waiting time is add more capacity (Chase, 2003) CPS management must recognize that the traditional approaches to child protection cannot keep pace with the demand for services.CPS needs to reach out to communities to establish partnerships among service providers, as well as our citizens. Furthermore, the CPS management team up must look at the entire workflow of the operations process and recognize long-standing systemic problems. It is critical to seek ways to correct deficiencies and to build and maintain the personnel that will support the operations management strategies.REFERENCESChase, R. (2003). Product design and process selection. Operations Management for Competitive Advantage, Tenth Edition. The McGraw-Hill Companies.Chase, R. (2003). Operations strategy and management change. Operations Management for Competitive Advantage, Tenth Edition. The McGraw-Hill Companies.www. tdprs.sta te.tx.uswww.governor.state.tx.usGould, L. (2004) Designing a better business. Gardner Publications, Inc. Retrieved from www.autofieldguid.com on 8/23/04McDonald W. (2001). National study of child protective services systems and reform efforts Literature review. Retrieved from www.aspe.hhs.gov.hsp/protective01/on 8/22/04.http//www.gao.gov/archive/1997/he97115.pdf

Negotiation Strategy Analysis

The prime(prenominal) article is retrieved from Bloomberg. com Saudi-Arabian Oil Tanker Owners in Negotiations with Pirates where the Saudi Arabian supertanker hijacked off the coast of Somalia. The supertanker belongs to Saudi Arabias state-owned transmitping line, Vela International Marine Ltd. The negotiation is between the pirates that deplete captured the Sirius Star and the owners of the Saudi Arabian supertanker. The pirates sop up the advantage in the negotiation because they have the 25 crew with different nationalities as hostage, and the tanker carrying more(prenominal) than 2 million barrels of crude oil worth $110 million.Saudi Arabia is unlikely considering an fortify response because it may endanger the crew, and would require a great deal of international agreement and cooperation. The ship is carrying Liberian flag, owned by a Saudi company, in Somali waters, with so many nationalities onboard. The owners have to pay ransom money for the safe delivery of the su pertanker. The hijackers can actually force the owners into paying macroscopical ransom money (Alexander, & Krause, November 19, 2008).The second article is retrieved from the Eagle Tribune Fate of Detroits Big 3 will run down locally, where the CEOs of the big three automakers, General Motors, Ford, and Chrysler have united to lobby Congress for a 25 billion loan. The negotiation is between the big three automaker companies and the goernment. The arguments is if their companies goes under, and one of them stated bankruptcy, an estimates of as high as 2. 5 million U. S jobs losses and more than 730,000 workers will be unemployed.This is a pressure tactic utilized to force the government to give the $25 billion loan (Kirk, November 26, 2008). The twain negotiation articles describe a negotiation situation that employs different negotiation strategies. The first article, the pirates uses distributive dicker strategy which is characterized by mistrust and suspicion, designed to beat the different companionship (Lewicki, Saunders, & Barry, 2006). The pirates have the advantage over the owner by intimidating or threatening to eradicate the crew and the supertanker.While on the other hand, the three car automakers and the government uses integrative negotiation strategy which is characterized by openness and trust, designed to chance on the best possible solution for all parties involve (Lewicki, Saunders, & Barry, 2006). The US government cannot be forced to depict a loan to the three auto companies, the only possible way to persuade them of giving $25 billion dollars to the three automakers is the possibility of loss of millions of jobs and the increase of unemployment in the event the automakers goes under or declared bankruptcy.The comparison between the two situations is both negotiation disputes are used to influence the other party to part with money. The first scenario is the owners of the supertanker, and the US government on the second scenario. In both scenarios, the stand interpreted by the negotiators is pay or otherwise. Each situation involved, terms, counter offers, and demands placed by the parties from which the pay is claimed.

Jealousy and Isolation in Beowulf

Jealousy and Isolation in Beowulf When one has been excluded from a group for a dogged time, it can often lead to feelings of contempt, and a need for revenge. This is the case with the monster, Grendel, in Beowulf, by John Gardner. Grendel feels excluded from humans in general, because he cannot understand them. He feels as though he does not belong to a community, because he has been living alone with his mother for such a long time. Overall, it is the combination of many different types of exclusions that pushes Grendel to become such a cruel, hideous beast with a situated heart and a thirst to kill.Grendel is where most of the description of this monster is located. It is said that Grendel swam across a lake of empty snakes to reach human civilization. Here, he observes human civilization from up close, and he does not understand what he sees. He feels very different from those living in that society. In addition, Hrothgar becomes king and is given power and riches. He even bu ilds a giant meadhall called Hart. Grendel is drawn in, discovers the Shaper, and becomes more curious. However, after a visit to the dragon, also an outsider, Grendels mind is changed because the dragon catchs all these things sound so undesirable.Talking to the dragon was the turning point for Grendel, and soon after, he becomes filled with rage and starts raiding Hart and harming the people inside. His misery leaped / The seas, was told and sung in all / mens ears how Grendels hatred began, / How the monster relished his savage war / On the Danes (lines 64-68). This proves that it was Grendels original zest to belong that made him this way. It is very likely that Grendel would not have become such a horrifying monster if it had not been for his feelings of jealousy.It is always hard to feel different and not accepted, and that is exactly how Grendel feels. Throughout the balance of the story, Grendel takes out his anger and wrath on seemingly innocent people, but there may b e more to the story than what appears on the surface. These peope could have helped and included him, instead of letting him watch from the outside tone in. Jealousy drives people to do crazy things, and in Grendels case, jealousy of power, money, and acceptance are what make him change into a terrifying, cold-blooded killer that needs to be stopped, eventually, by Beowulf.

Dollar General Essay

one buck bill customary is the subscribe toing dollar enc brook retailer in the unify States with 2011sales tax incomes of $13 billion. It evolved since 1939 from a family (Turner) birthed work to a publicly-traded company to a de-listed hugger-mugger investor-owned company in 2007. In 2008 Mr. Rick Dreiling, the current chief operating officer and Chairman of the Board, began to steer the company in sweet directions.The operating prior(prenominal)ities were to drive productive sales process, development gross margin, improve processes and selective development engine room to scale down costs, and strengthen the Dollar prevalent culture of serving differents. Dollar General began to go steady a decline in sales and fund working out as early as 2005, prior to the recession of 2007. As a leader in the application, with its primary products being demean-priced consumables, Dollar General saturnine around under the saucy leadership and ownership structure to again begin increasing butt in expansion, sales and prospects for increased revenues and net. At the present time Dollar General return strategic role of its core competencies leadership under the chief operating officer, product selection expertise in sell sales, their organizational course and structure, the major index number of the retail store chain and dispersion centers and a quality blackleg accept to live forward towards achieving their operational priorities. However, Dollar General faces challenges that atomic number 18 whatsoever(prenominal) internal and external.They expect strong leadership but with 10,000 stores leadership, culture, and values argon hard to in effect trickle down through the altogether organization. upward(a) the customer have it off includes having highly motivate employees with a corporate culture of service. Dollar General has succeeded, in part, because they learn sought out market places that the big box companies worry Wal -Mart do non target, at least by a smaller scale easily accessible store in close propinquity to consumer homes. This means, however, that the primary market of the company has tradtionally been in lower income neighbourhoods it suits the price consciousness of consumers and aligns with lower priced commercial authorized e nominate. It is an irony that Dollar General has prospered during the recent recession. They must strategically align their core competencies with the external agonistic environment, and this lead include a need to possibly shut down poorly performing stores at the same time as they seek clean store expansions. These priorities will be best served with a strategy of expansion of high(prenominal) concentration of stores in quick successful markets, and setting up stores in impudently subjects new markets inwardly brisk states and new states with low or no current battlefront of Dollar General introduces.IntroductionDollar General Corporation is the la rgest neglect retailer in the UnitedStates, the company offers consumer staples merchandise in four categories consumables, home products, seasonal, and apparel. As of February 25, 2011, Dollar General operated 9414 stores located in 35 states. Dollar General was founded in 1939 by J.L. Turner and his son as a whole-sale business. The starting time Dollar General store which is the resemblingwise the first dollar store in the States was opened in 1955 in Springfield, Kentucky. In the rest of this report, we will hear at what happened to the Dollar General these years and clear a comprehensive analysis of the company, which include the external, internal and raise analysis. Also we will provide several(prenominal) strategies recommendations to hold the line the company in the good path. Analysis of the outer EnvironmentIn order to prove the external environment of the give the axe retail indus label, we conducted PEST analysis (see exhibit 1) and Porters v Forces analysi s (see exhibit 2) of the industry and these methods of analysis choose part withed us to identify several almost outstanding opportunities as well as threats of the discount retail industry. First, there are several opportunities within the discount retailer industry. With the uncertainty of economy within the U.S., discount stores are getting to a spectacularer extent popular as consumers are facing the situation of lower acquire power. Lower income neighbourhood would very be the archetype place for discount retailers to demonstrate their marketing strategies and to locate their stores. Also the use of engineering can really improve their operational efficiencies. At the same time, there are several threats that the industry is facing. From the political aspect, there are trading issues mingled with U.S. and countries where the retailers are importing merchandises, higher tariff brings down the profits for companies. Also, the fast fruit of online-stores raised the co mpetition within the discount retailing industry. Intensive competition within the industry resulted companies constantly bring down prices and profit margins.Analysis of the Internal EnvironmentValue mountain range Primary ActivitiesDollar General (DG)s inbound logistics consist of offering consumable, home products, seasonal and apparel merchandise from unhomogeneous suppliers. They also have stores located in some diametric states to inject advantage of attracting more(prenominal) customers. DGs stores are either in freestanding building or in strip obtain centers to save on building costs.For outbound logistics, Dollar General hires third-party trucking companies to complete writeies. The trucking companies ecstasy the merchandise to a store from their come upest distribution center. DG also installed a voice plunk system in the distribution centre, which allows employees to communicate with warehouse software systems by speech recognition. This would make the distrib ution costs go down for DG when the fuel cost increased.Dollar General operates its stores in undertake s charge per unit and also in their owned stores. This allows them to lowers their limited maintenance capital, low occupancy and operating costs. DG keeps building new stores and remodels its stores to make them easier to shop and increase stores sale productivity. DG also tried to make its stores look touchstoneized crosswise the chain.Dollar General has its own marketing which focuses on four variables Price, Place, promotion and professionalduct to allow the company to attract existing and new customers. They create value through various products by increasing private labels products in consumables and non-consumables and through many stores across different regions to bring their reputation to their market. Having newspaper inserts and a web site allow DG to increase their fault image nationally.Dollar Generals service is done efficient and effectively by rung-scheduli ng model. This system would help to ensure the staff available at different times to the aim of sales volumes during the week. DG provides training to their employees and focus on how to recruit and retain their high- process employees. Value Chain Support ActivitiesDollar Generals firm infrastructure has Richard Dreiling as CEO and chairman of the visiting card. He previously was the CEO and board chairman of the largest drugstore chain in impertinent York City. He is experience and knowledgeable in the food and drug retailer industry. Under his leadership, there arefour grave priorities identified by the managers, which are driving productive sales growth, increasing gross margin, improve processes and information technology to reduce costs and strengthening the DG culture of serving others. Each typical store has one store manager, one assistant manager and three of more sales clerks.Dollar General has great human resource management. They employed more than 85,000 full-time and part-time employees. They have focus on how to improve recruiting, training and retained their employees.Dollar General has great technology and development. They installed a voice foot system in the distribution centre to decrease the distribution cost referable to high fuel cost. They also installed new analytical and monitoring tools to assist with inventory shrinkage reduction efforts. This would avoid them from the way out of merchandise collect to shoplifting, employee theft, damage and obsolescence and allow them to increase gross margin. More everywhere, having a web site to allow customer to place orders online is a nonher technology for DG to bring customer to store.Dollar Generals procurement is by purchasing merchandise through various suppliers, importers, agents, and other third parties. DG offers brand name, consumable merchandise and private label brands. DG also uses direct sourcing to get products to their store in order to bear costs and increase its gr oss profit. They also held licenses to provide various trademarks and brands to the stores. Core competencies (Appendix C pageBased on VRIS framework, we have identified five core competencies of Dollar General. These core competencies are Richard Dreiling (CEO), consumable merchandise, benchmark organizational styles and their retail stores chain. The separate evaluation of each of these competencies can be attend in Appendix A. SWOT AnalysisStrengthsDollar General is considered to be the largest retailed stores for selling merchandise concoction priced at $1 or less in the US with more than 9400 stores in35 states as of February in 2011. They sell consumable products at a very low price which attract more discount shoppers during recession. Their marketing strategy on 4Ps allows them to attract more and new customers. DG has the ability to cracking market trends and adjust their product mix accordingly. They also create a fast and convenience shop experience for consumer. They also have a very strong financial since they studyd most of their stores and purchased leased stores during lame estate market period. Therefore, they have very low cost on capital expenditure. Their staff scheduling model allows them to make sure employees available during peak time. Also, the voice pick system in the distribution centres helps them to reduce distribution costs dramatically repayable to increasing in fuel cost. Moreover, the standard design in each of the retail store has helped them to increase sale productivity and easy to shop for customers. WeaknessesDollar General has many weaknesses in its operations. They have to hire third party truck to deliver most of their merchandise, which could lead to delay in delivering merchandise to stores since they do not have control over the trucking companys operation. DG has initiative to remodel and renovate their existing stores which could dramatically increase their debt because they have over 9000 stores. Also they are late on introducing online orders in 2007. As a result, they could lose on bringing more customers to know about their brand image. Their human resource management is questionable because they did not have clear policy on overtime pay and inequality salary due to gender. This could cause their reputation badly and financially hurt as there were cases where employees sued them over those issues. SWOT hyaloplasmFor the SWOT matrix, we have de lineined several things to be of importance in the following tableSWOT MatrixStrength1. Low operating cost model2. Large scale in term of retail stores3. Strong financeWeakness1. High cost on capital structure due to renovation2. Late on introducing online order program3. HR management is inefficientOpportunity1. scotch uncertainty helps dollar stores2. Low income Neighborhood3. Use of technology1. Entering global market(S3,O1)2. Attracting more customers from different income groups(S2,O2) 3. Improvement on operational structures(S1,O3)1. Opening new stores during economic downturns(W1,O1)2. Upgrading online-order program(W2,O3)Threat1. National trading issues2. feeler of online-stores3. Intensive Competition1. outgrowthd market share reduces the competition(S2,T3)2. Financially healthy helps supporting online operations(S3,T2)1. Redesigning online-store for better obtain experience(W2,T2) 2. Transferring cost on capital structure for merchandise mix(W1,T3)Assessments (Appendix D pageThe armorial bearing statement at Dollar General is, Serving Others. For Customers Convenience, Quality, and Great Prices. For Employees Respect and Opportunity. For Shareholders A Superior Return. For Communities A Better conduct. Based on our evaluation of this mission statement, we came up with a total quality score of 71% (Appendix B page We felt in the mission statement that the purpose of Dollar General, services/ products offered, their agonistical advantage, how they do to survived, how they treatcustomers and positive pub lic image to stakeholders are clearly outlined in the mission statement. Dollar General does not establish what their scope of operations is, does not create a share sense of value among employees and does not explain the technology or innovation in their operations. Dollar General definitely has a strong mission statement, but could improve on a few aspects to make it better. Objectives of Dollar General are to increase market share in product and services, achieving high technology in operational processes and boosting companys reputation by serving others. The company managers under CEOs leadership drafted firms corporate governance principles.Dollar General has a board of directors and CEO is the chairman of the boards. Rick Dreiling, CEO, has extensive knowledge and experience in food and drug retailer. DGs Top Managers are made up of local anaesthetic stores managers who allow firm to identify directions for the whole company. This helps for tighter unity among the upper and lower level managers within the firm. Strategic Alternatives1. Uniform Branding and Functional/ eagerness DesignDescription Create consistent signage, logo, brand uniformity, including greater internet presence. Apply across publicise and promotion mediums. Standardized store (floor & shelf) layout, and build private store products under improved branding efforts. professional Increase the square footage of sales (e.g. 10,000 sq ft building 60,000 sq ft sales area) Pro Create uniform, time-saving shopping experiencePro Improve and standardize surveillance to reduce shrinkage from theft (large part of theft from employees) Pro Increase sales per selling spacePro Increase profitability through higher margin building of private store brand Pro Store brands manufactured through affordable East Asia manufacturers under private label Con Most stores are leased hard to stick uniform size, shape, etc. Con National brands still a consumer preference in many groups ( such(prenominal)(pr enominal) as higher income) Con Private branding or brand building whitethorn not be as important to value-conscious price-driven consumers2. Human Resource Development More Managers, Assistant Managers, Performance Bonuses Description mavin of the goals of the company is to offer higher living standards to employees. More managers and assistant managers allows for non-hourly monthly wage, with base salary accession profit bonus potential. Pro Reduces high staff turn-overPro Reduces shrinkage from staff theftPro Increases productivity and customer service (e.g. Staff more willing to rotate stock and presentation such as for seasonal goods or lowering and strategically placing stock that is shelved Con May be comprehend as offering a job title without wage increases Con Increases expectations of staffCon Could lead to higher wage costs, reduced net profits (if profit sharing), need to offer benefits (health insurance) Con little flexibility with part-time employees and cyclica l/seasonal trends3. Expansion to New States/More StoresDescription Plans are underway for expansion to states such as Connecticut, New Hampshire, Nevada. Presently they are in 35 states states like Arizona, Colorado, Delaware, atomic number 25 and Maryland all have less than 100 stores. A major business and population state like New Jersey only has 44 stores. New stores can be added to existing states because of local market (3 to 5 mile radius of stores) in all areas city center, suburbs, rural areas. Pro Resumes a past successful approach to expanded sales revenues and profits Pro Shutting down of vain stores, and new strategies, better suited to expand Pro corner has created many low-cost retail lease opportunities Pro Many of the highest density states with most stores in poor southern areas major markets like New York state, Colorado and others are greatly under-served. Good opportunities. Pro Regional distribution centers gain economies of scale and other efficiencies with enough stores target areas with less-stores-per-distribution ratio Pro Company has built high capability and advantage in low-cost store openings Con Leases, even at lower prices, generally involve 10- to 15-year commitments Con Recession still may be affecting employment, incomes andsales patterns Con Very low brand familiarity in new statesCon Threat, although small, of taking business away from other Dollar General stores if in higher per-city concentration4. Target Higher Income ConsumersDescription Higher income consumers have been shopping more at stores like Dollar General. This does not have to be solely for increasing purchasing power during recession. Many pile of all incomes enjoy value shopping. Increased focus on higher income consumers can be by increasing traffic to existing stores or new stores in more affluent areas. Higher income consumers may also have greater access to home computer, internet and preference for internet shopping. Pro Increase per-customer total spending per visit, a main goal of current strategy Pro Higher income consumers have means and ability to travel further higher opportunity cost for their time though Pro Allows for greater chance to sell national brands and higher price (closer to $10 range) goods Pro Increased revenues and profitsCon Costs more to advertise/promotion to this new target audience Con External advertising is more expensive and difficult to measure directly Con Setting up stores in more affluent areas will have higher land, taxes, lease costsRecommendation Alternative 3 Expansion to New States/More Stores writ of execution PlanThe first step in the expansion device is to identify the two paths of increased store numbers (1) more stores per established markets and (2) new stores in new markets.(1) More stores in established marketsEstablished markets have the advantage of useful sales statistics. Each area can be analyzed in toll of the total number of stores in an area, stores and sales revenue pe r population in the city/region, and total number of stores, including competitors. These areas have already experienced within or intra-area exapansion. Impacts of higher concentration can be estimated. These patterns should be duplicated where possible seeking an optimum level of stores in a market. One of the great advantages the company enjoys is that most sales come from within 5 miles of an outlet. point in cities with a high number of Dollar General stores, there remains a great deal of available market zones. (2) New Stores in New MarketsSelecting new states to expand to and create new market presence can be guided by existing and planned distribution centers. distribution centers are key to streamlining a uniform system of inventory and logistics. For example, relatively new states with a lower density of Dollar General stores but with an existing under-utilized distribution center, with profitable stores, is the key criteria for new market selection. Other market analysi s for new city/state markets can follow the patterns that have proved most successful in recent (past decade) expansions.Not all of the alternatives are mutually exclusive. The expansion to new stores and new markets more easily facilitates other goals such as improving store design and layout improving shopping speed, access to goods and higher density shelving use. These are tactics easier to achieve when selecting new properties than in remodelling existing buildings. Setting up new stores in new states may also be an opportunity to try out new labor-relations, including altering the mix between management (salary) positions and wage positions. However, to assure the most flexibility new stores and markets should begin with experienced store managers with wage employees. When new stores are in or near existing stores and markets it offers the chance for promotion of existing employees.The strategy is not simple expansion in terms solely of increased added store numbers. The stra tegic goal is to expand to new profitable markets and this includes the ancillary actions such as monitoring and closing poor performing existing stores. This blends opportunities while overcoming weaknesses towards higher profitability and sustainability.Implementation pace and schedule.With nearly 10,000 stores, and average expansion in the years between 2004-2009 inclusive being 354 stores, there are no simple decision criteria for selecting the best number for expansion. At the early part of the sextuplet year period (2004-5) expansion was by more than 600 stores per year. After a dip and slower growth in 2006-8, new store expansion grew to 466 stores in 2009. The bulk of this is higher concentration in existing state markets.Expansion to new areas should be in areas such as New Jersey, New York (state more than city due to high real estate costs in city) and other Northeast states which may be served by distribution centers. There is no current northeast distribution centers a t all. adjacent regional centers are in Ohio (1229 stores) and perhaps Indiana (1000) stores. Over the next three years the pace and location of new stores in new markets should be 200 stores per year in the Northeast Atlantic coast area.Evaluation CriteriaThrough all stages the evaluative measure will be the extent to which performance matches the operating priorities driving productive sales growth, increasing gross margin, improving processes and information technology to reduce costs, and strengthening the Dollar General culture of serving others.ConclusionDollar General was the first proposer in the discount consumer merchandise stores an industry that has become mature, though continuing to find new ship canal to reshape itself or be influenced by world trends or forces. With a primary focus on low prices (many items in the $1 range and more established name brand products value priced with competitors like Wal-Mart) Dollar General has responded well to the low-cost producti on from countries like China and other emerging southeastern United States Asia manufacturers. It has a high percentage of total products in national brands, but the majority of its products are private brands, including their own store brands. The strategic choices of Dollar General largely involves duplicating the sourcesof their per-store success at a level encompassing nearly 10,000 stores in the United States. Dollar General has followed a strategy of rapid expansion of stores which has been successful except for a net closing of stores in 2007, and a slower pace of growth in the years 2006 and 2008. Through the expansions, and restructured, and improved information systems and logistics, Dollar General is poised to achieve both increased number of sales and greater net profits.ReferencesDollar General- Todays Neighborhood Store by Sue Cullers, Buene Vista University and S. Stephen Vitucci, Texas A&M University-Central Texas. Dollar General 2013 Annual Report by Dollar General .Exhibit 1PEST AnalysisPolitical The level of political stability of the coarse is important to the consumer staples industry. Changes in government can lead to changes in taxation and legislation. The American elections may have an effect on the retailing industry as new legislation or new or existing government may bring in taxes. Also, trading issues between the US and other countries will affect retail companies when they are importing merchandises, higher tariff would resulted in decreasing profit margins for discount stores. Economic The consumer staples industry is unique as it considered non-cyclical, which means it does not affected by traditional business cycles or economic downturns. The demand for consumer staples is always consistent as it has a low price catch of demand.Furthermore, discount stores often have recorded increased sales and income during recession. While their usual customers suffered from unemployment and lower purchasing power, people from higher in come brackets found their way to dollar stores, looking for bargains. Social Where income is distributed is an important factor that companies should look at as this also demonstrates the ideal place to aim their marketing or to locate their stores. dissolve stores always targeted their merchandises assortment and store locations to meet the shopping needs of value-conscious customers. With the economy still remains weak anduncertain, major dollar stores sought to keep their traditional customers and attract new customers. Technology Use of upgraded technology of cashing machines can improve operational efficiencies. Also, integrated and sophisticated IT system would provide managements to manage their inventories efficiently and keep costs low. The rapid growth of online-stores raised the competition within the discount retailing industry.Exhibit 2Porters 5 Forces AnalysisThreat of New Entrants (Low)The overall threat of new entrants in the discount retail industry is low. New e ntrants are facing many barriers in this industry. Top companies control the major portion of market share. Economies of scale play an important role in this industry as large companies have their cost advantage and offer their customers with lower prices products. New companies do not have much capital and resources to compete with them. Bargaining Power of Suppliers (Low)There is not much bargaining power for the suppliers include manufacturers and distributers. Large discount retailers purchase merchandises from many different suppliers so they are not relying on a sole supplier. Also most of the supplies are not rare or important. So the suppliers power in this industry is low. Bargaining Power of Buyers (High)The bargaining power of buyers is high within this industry, and this is due to customers are highly price sensitive, with low brand loyalty customers are just seeking for products with the best values. Also, in the discount retail industry, the switching costs are very l ow, customers can easily switch between stores depending on which store has the cheapest products. Threat of Substitutes (Low)The threat of substitutes is low in the discount retail industry and this is due to products are already on the low end of pricing scale and the products offered by different dollar stores are almost the same, and the essential products are difficult to find substitutes. Rivalry among ExistingCompetitors (High)The competition within the discount retail merchandise industry is really high between several big players such as Dollar General, Family Dollar and Dollar Tree. Other than that, these companies are also competing with some giant retailers like Wal-Mart. Since the low-cost leadership is essentially the only competitive advantage within this industry, retailers are constantly reducing prices and profit margins to try to drive traffic to their stores and increase sales.Appendix C Core competenciesWe have placed that Richard Dreiling is valuable, rare, co stly to imitate, and non-substitutable. Richard Dreiling is valuable and rare because not many CEOs have the leadership abilities to take Dollar General as far as he did. Further, Dreiling is costly to imitate and non-substitutable because a CEO of his caliber is very hard to find among CEOs in the same industry. Consumable merchandise is very valuable because of the four categories that Dollar General offered, sales in consumable increased most rapidly during recession. This merchandise is not rare, costly to imitate and non-substitute because competitors can copy your merchandise by observant what your stores offer to consumers. Further, benchmark organizational style is another core competency. Benchmark organizational styles are valuable and costly to imitate because they represent an organizational structure that your competitors have difficulty mimicking. This organization style is not rare and is substitutable because competitors can copy your business model by observing how you operate as a firm.Retail stores chain is valuable and costly to imitate because Dollar has numerous of stores chain across the state, each store has been redesigned to specific standards to make it easier to shop and increase sale productivity. They also owned some of the leased store during the weak real-estate market, which is difficult for competitors nowadays to own its retail stores. These retailed stores chain are not rare and non-substitutable because competitors can copy their design and build their stores as same as DG did. shop experience is valuable, rare, costly to imitate and non-substitutable because Dollar Generals stores has providedthe marketing strategy 4Ps which allows them to differentiate from competitors on how consumers buy their products, how the stores designed and how the services they has to offered in such a fast and convenient way for consumer to shop. This experience is something that competitor cannot obtain by using money and copy from DG stores.

Individual project 3 Essay Example | Topics and Well Written Essays - 1250 words - 1

Individual project 3 - Essay ExampleStudy also foc single-valued functions on political, heathenish and religious factors that affect these countries expand EduTots. Infrastructure and Ability to Expand Infrastructure in France is the truly confused infrastructure of world. In France, transport system is very unplayful, and it is even possible in rivers. Railway entanglement is also being developed, and there argon almost 31,939 km of railways in area. River in heavy use and about 47 % of rivers are in use. Number of airports in France is 474. As infrastructure of France very well, so, dry land has opportunity to make distribution of country very well (Barron Berger and Black 2004). Advertising media in France are very advanced, and media is very successful. Due to increasing competition, companies in France to pay more attention to advertising, so would be suitable for EduTots to market your product in France and to promote the better way. Competition in France is very high, and thus, family has gained the advantage that country may well termsd products EduTots. Infrastructure in Ireland not put the lot of space, and country has been making continuous efforts to develop its infrastructure. Irish roads are below average and people pick almost every day. Transport system in Ireland depends on car, percentage of freight traffic on roads is 86 %, and passenger traffic is 97 % (Zhihong & Fang 2011). Road network in Ireland is about 87,034 km .Infrastructure as Ireland is not very structured and established, therefore, distribution system may be ineffective. To ensure good distribution system, it is necessary that company should have the developed infrastructure. Capacity of the Education Systems Company is not very established and therefore with respect to advertising diligence in France has not been developed much. Toy industry is not much established in Ireland, so competition is low and country cannot properly price products EduTots. France education system is highly developed, and literacy rate is very high in France. Number of people who go to school in France is 82 %, and developed teaching methods. Education system in Ireland is not powerfully established, and rate illiteracy Ireland is 34 % (Grossman 2008). Standard of education in Ireland is not very high, but it is not even much lower. It can be concluded from system education two countries, system has big businessman to France education use products EduTots. Impact of Cultural, Religious, or Political Situation To integrate the active part in learning process, the group of teachers in school system of Philadelphia society created to address this market. This company was named EduTot. EduTot worked with developmental psychologists and experts in educational toys and games, to develop the set of layers of educational toys and games, which embroild the series of software modules. EduTot decided to expand its activities at international level , while recognizing that marke ts outside United States may have same need for products that include playing in learning process , to stimulate childrens education K - 12 to go 6 (Kim 2003). Global expansion completely transformed life and performance EduTot. world has live all recognize and challenging place to work with cultures, peoples and systems. World watched spread EduTot United States and then in developing countries. To this end, it has become necessary for almost all businesses working on their first place, and when they have enough control everywhere their region of origin, they must go to national and international. It is need of