...Greggs Case Study – Business Report of Greggs “To be successful, you have to have your heart in your business, and your business in your heart.” By Thomas Watson, Sr. Subject : Business Report of Greggs 1. Executive Summary - Greggs is the top bakers’ chain in UK. - Greggs owned 1400 shops and employ 19,000 workers. - Ken McMeikan – Chief Executive leads Greggs to success. - Greggs has a good performance in the economic downturn. - Changes and strategies help Greggs to defy economic downturn. - Greggs is planning for an international expansion. - Greggs is a company responsible to its stakeholders – customers, employees and shareholders. - Part of the ideas are generating from analysis of Greggs’ reports and PESTEL analysis. 2. Introduction Greggs is a national company which has recently owned more than 1400 shops in UK. After the closure of its Belgium operation, Greggs changed from a decentralized to a centrally run business. This successful bakery chain is led by Mr. McMeikan who served under some of the most-respected retail sectors’ leaders before. In the near future they are planning to open a further 600 shops to create 6000 new jobs and will carry out an international expansion in the next few years. In the report, we can see the latest performance of Greggs, how its chief executive manages the changes and the considerations of the business development and how it treats its stakeholders. 3. Environment that Greggs works in Greggs...
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...D10346961 & Chenghao Bai HH Gregg: Deciding on a New Information Technology Platform ITM R 6:00pm-10:00pm FALL 2014 Date: 10/30/2014 ------------------------------------------------- INTRODUCTION * The case is talking about HH Gregg Company who was facing a big challenge. The supplier of their hardware which their system running on announced they would no longer support the system. The leaders of the company figured out several options to solve this problem. The main task for them is to find a new application suite to satisfy the enterprise functions. * Developing History of HH Gregg * The HH Gregg Company was founded on April 15th, 1955 in Indianapolis, Indiana. The original founders Henry Harold and his wife Fansy founded the initial store in an 800 square-feet appliance showroom and office. Soon, the company became to 3 times larger in 1960. Gregg’s son, Gerald Throgmartin joined the family business in 1966. * A second store was opened in 1971 and it expanded very fast. In 1984, they built a superstore out of state of Indiana. * The company began to use computers to operate their business in 1986. IDEA/3000 application system running on HP 3000 were used by the company. * In 2003, HP announced that they will not support the system in the future after December 31, 2006. * More than 60 stores were running by HH Gregg. They are planning for expansion to become a nationwide retailer with several hundred stores. ------------------------------------------------- ...
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...Gregg’s Appliances, Inc. The HH Gregg company was founded on April 15, 1955, in Indianapolis, Indiana, by Henry Harold Gregg and his wife Fansy. By 1960, H.H. and Fansy had relocated their store to a space nearly 3 times larger Mr. Gregg’s son, Gerald Throgmartin, joined the company in 1966 In 1971, a store was opened on the south side of Indianapolis, and 2 years later another store opened in Anderson, Indiana Gerald assumed his father’s position as President in 1974. Jerry Throgmartin, Gerald’s son, joined the family business in 1978 Between 1979 and 1984, sensing a move toward larger stores in the appliance and electronics industry The company grow up very fast.By 1986,HH Gregg has 6 stores and a new 180,000 square-feet corporate headquarters and warehouse distribution center 1986 Implementation of IDEAS/3000 on HP 3000 In the end of 1987, Gregg’s had purchased Old Hickory TV in Nashville, Tennessee, and opened 3 more stores. In 1989,Gerald Throgmartin became Chairman and Chief Executive Officer. 2003 HP announces HP 3000 will no longer be supported By the summer of 2006, Gregg’s was operating more than 60 stores and the company’s strategy of offering out- standing, personal customer service and competitive pricing through a team of well trained associates was working well for the company. ISSUES/PROBLEMS In 1985, the company would have to move to a computer-based order processing, inven- tory, and warehouse management system The system required...
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...Introduction to Greggs Brief History Greggs is a well known UK based business that specialises in baking products that are ready to eat in stores. The business is based in Newcastle in England as this is where Greggs was established. Greggs bakery’s was found by John Gregg in 1939 and the first actual Greggs shop was opened in Newcastle in 1952. From then on the bakery has continued to expand in its success which started when John Smith died and his two sons had taken over. They decided to expand Greggs into other areas of the country such as Glasgow, Leeds, London, Kent and Manchester. In 1994 Greggs the bakers completed a takeover of rival bakery, baker’s oven. After this Greggs became the largest bakers shop in the U.K and still continued to rapidly grow. Greggs Today Greggs is a Public Limited Company that is listed on the FTSE 250 in the London Stock Exchange. Currently Greggs has 1,671 shops in the U.K with plans to increase this number and add another 500 more. Due to the growth of Greggs it has become bigger than multinational fast food provider McDonalds in the U.K. Currently there are over 20,000 employees that work for Greggs in the bakery stores to the headquarters in Newcastle. Greggs aim to provide freshly baked food every day by having 10 regional bakeries that produce the food and is then delivered by a fleet of 375 delivery vehicles. There are also 90 large in store bakers in the country to provide the freshest baked goods in them stores and other surrounding...
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...NAME- PIYUSH SANDUJA PGID – 61510241 COURSE – BBMK Section - I REPORT – Siebel System: Anatomy of a Sale, Part 1& 2 After looking into the positives and the negatives of Gregg Carman’s performance, I would rate Carman’s performance favorably. He tried to gain as much information as possible and also tried to play on Siebel System’ strengths rather than dwelling on Oracle’s negatives. Hence Carman maintained the Siebel values intact. POSITIVES OF GREGG CARMON’S PERFORMANCE 1) Compliance with Siebel core values: Carman, during his 15mins conversation with the VPs of client services & marketing of Quick & Reilly, completely complied with the Siebel core values as described in the Table below.. Sr. No. | Siebel Core Values | 1 | Serving our customers is not simply a market opportunity. Carman approached the situation with great humility. He didn’t boast of Siebel systems despite having market leadership. | 2 | Our respect for our customers is highly visible in everything we do. | 3 | As a company, we will never place financial gains above ethics. Carman preferred not to comment on its competitor even when straightforwardly asked by Cathy Ridley. | 4 | We choose to be leaders, but we do so with great humility. | 5 | We do not look for problems, we propose solutions. Carman showed them the demo of their offerings and how Siebel will be able to help propose a solution. | 2) Assessing a project opportunity: By conversing with the two officials...
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...EXECUTIVE SUMMARY 3 2.0 SITUATION ANALYSIS 4 2.1 PESTEL ANALYSIS 6 Political 6 Economic……………………………………………………………………………………………………………………………….6 Technology 7 Environmental/Ecosystem 7 2.2 PORTER’S FIVE FORCES ANALYSIS 8 High threat of new entrant to the market 9 Medium bargaining power of suppliers 9 Medium -high bargaining power of customers 9 Low threat of substitute products and high level of competition. 9 2.3 SWOT ANALYSIS 10 STRENGTHS 10 WEAKNESS 10 OPPORTUNITIES 10 THREATS 10 2.4 SWOT MATRIX 11 2.5 COMPETITION 12 MARKET LEADERS 12 3.0 KEY ISSUES IDENTIFIED 14 3.1 ASSUMPTIONS 15 4.0 OBJECTIVES TO BE PURSUED 15 4.1 The Keys to Success of the business 15 4.2 Mission Statement 16 4.3 Company Summary 16 4.4 Unique Selling point: 16 5.0 MARKET SEGMENTATION ,TARGETING AND POSITIONING. 17 1.0 EXECUTIVE SUMMARY The purpose of this report is to conduct a three years marketing plan for Fortune coffee and cake shop which is a family business. The family is interested in setting up a retail outlet at 200 King Street, Aberdeen because of the closeness to University of Aberdeen, Unite student hostel, Robert Gordon University student hostel and the presence of corporate offices like First Nation bus headquarters, Police Scotland office and others. The major sources of information and data are textbooks, journals, internet and personal interview. The marketing plan is divided into four sections: the situation analysis which comprises of the overview...
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...Where Do Ideas Come From? Consultant Case 1 Meredith Bredeweg BBA 425 Small Business Finance and Financial Analysis Professor Chris Hansen January 25, 2016 Where Do Ideas Come From? Consultant Case 1 Explain how these entrepreneurs exhibit the entrepreneurial spirit? As mentioned by Scarborough, researchers have identified several characteristics that are often found in entrepreneurs. A prime example of one of these characteristics is the future orientation, which seems to be perfectly describe Derek Johnson who listened to his friend at the University of Houston who was often tasked with having to send text messages to a large number of people, which is time consuming and problematic. After hearing the problem, Derek came up with the idea of his company which allowed a person to type the text from a computer, rather than a phone, and send the message to multiple people via text messaging rather than email or social media. Susan Gregg got her love of vintage clothing from her grandmother’s old clothes. After thinking she would just sell her stock pile of clothing, she became aware of the opportunity to make a career of it. Her spirit, enthusiasm, excitement, initiative, commitment, will to succeed and dedication to the venture are examples of the entrepreneur spirit. These are each characteristics of value of achievement over money which is another trait identified in the aforementioned studies. Have you encountered a “stress point” recently or talked with...
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...First name Last name Name of Course Name of Professor 12 November 2012 Brief Analysis of Asset-based Financing and Consequent Audit Risk The article by Robert A. Modansky and Jerome P. Massiminom mainly discusses the features and rationale of three asset-based financing methods-revolving lines of credit, purchasing order financing and factoring and further introduces how to account for them according to U.S. GAAP. Companies that are highly-leveraged or do not have the credit rating or track record to qualify for bank financing now find asset-based lending a pleasant choice instead of the financing option of last resort. The main difference between the asset-based lending and traditional types of banking is that asset-based financing is secured by an asset like trade account receivable, inventory or property and equipment not credit rather than credit ratings (Robert A. Modansky, Jerome P. Massiminom).The benefit of placing the borrower’s assets as collateral is that the borrower will receive a higher amount of maximum credit with a lower interest rate. Revolving lines of credit requires the borrower to grant a security interest in its receivables and inventory to lenders as collateral to secure the loan, which creates a borrowing base for the loan. It’s worth noting that not all receivables and inventory are eligible to constitute the borrowing base. For instance, receivables that are more than 90 days old and related party receivables would be ineligible (Robert A...
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...McKinsey on Chemicals Number 3, Winter 2011 4 22 40 Chemicals’ changing competitive landscape Innovation in chemicals: An interview with Dow Corning’s Stephanie Burns and Gregg Zank Improving pricing and sales execution in chemicals 10 32 46 A capital-markets perspective on chemical-industry performance Capturing the lean energy opportunity in chemical manufacturing Kick-starting organic growth McKinsey on Chemicals is written Editorial Board: Florian Budde, Copyright © 2011 McKinsey & Company. by consultants in McKinsey’s global Philip Eykerman, Bob Frei, All rights reserved. chemicals practice together David Hunter, Tomas Koch, John Warner This publication is not intended to be with other McKinsey colleagues. Editor: David Hunter used as the basis for trading in the shares of any company or for undertaking This publication offers readers insights into value-creating strategies Art Direction: Veronica Belsuzarri, any other complex or significant financial and how to translate these Shoili Kanungo transaction without consulting strategies into company performance. Design Direction: Veronica Belsuzarri appropriate professional advisers. Design and Layout: Shoili Kanungo To send comments, request Editorial Production: Elizabeth No part of this publication may be copies, or to request permission to Brown, Heather Byer, Nadia Davis, copied or redistributed...
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...FINANCE A MO RG A N S TA N L E Y P U B L I C AT I O N In This Issue: Executive Pay and Corporate Governance Pay Without Performance: Overview of the Issues A Remedy for the Executive Pay Problem: The Case for “Compensation Discussion and Analysis” Developments in Remuneration Policy Corporate Culture and the Problem of Executive Compensation Taking Shareholder Protection Seriously? Corporate Governance in the U.S. and Germany University of Rochester Roundtable on Corporate M&A and Shareholder Value 8 Lucian A. Bebchuk, Harvard Law School, and Jesse M. Fried, University of California at Berkeley 24 Jeffrey N. Gordon, Columbia University 36 Alastair Ross Goobey, International Corporate Governance Network and Morgan Stanley Europe 41 44 Arthur Levitt, Jr., The Carlyle Group Theodor Baums, University of Frankfurt, and Kenneth E. Scott, Stanford Law School and Hoover Institution 64 Panelists: Robert Bruner, University of Virginia; Cliff Smith and Gregg Jarrell, University of Rochester; James Owen, The Bank Street Group; Marla Sincavage, Ernst & Young; and Matt Ostrower, Morgan Stanley. Moderated by Mark Zupan, University of Rochester. Takeover Defenses and Bargaining Power Is U.S. CEO Compensation Broken? Top Management Incentives and Corporate Performance Letting Go of Norm: How Executive Compensation Can Do Better Than “Best Practices” Finance, Politics, and the Accounting for Stock Options 85 97 Guhan Subramanian, Harvard Law School John E. Core...
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...activities and manage their employees' performance for reaching goals. Employee Development Organizations use different processes to ensure workers have enough opportunities to develop in their jobs. For example, employees are a source of future leaders. If employees are viewed as human capital, then the HR function must provide them with adequate opportunities for learning, including ongoing training and managers who guide their development. These ensures that workers are placed on a path to making a bigger contribution to the organization. Performance Management HR information systems offer data that management and HR experts can use to make decisions about employees. For example, management can review the latest results of an employee survey and decide what changes to implement in the workplace in response to employee concerns. Without such a decision-science approach to the working conditions for employees, management will miss an important chance to improve how talent is managed. Happy workers help an organization achieve its goals. Political Factors These factors represent the way and the extent to which a government influences the economy and a certain business. Political factors are represented by specific areas, such as labour law, tax policy, tariffs, trade restrictions and even environmental law. When political decisions result in legislation which is not favourable to a...
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...Stakeholder Analysis and Communication Cindy Arguello BUS/475 January 31, 2013 Fred Schaum The purpose of this paper is to identify the key stakeholders, and to include their interests and values and determine what collaborative interactions are needed with the stakeholders to facilitate the organization’s success. There are several key stakeholders that are needed to facilitate an organization’s success. First there is the inside stakeholders, which are executive officers, board of directors, stockholders, and employers (Pearce & Robinson, 2009). The next is the outside stakeholders, which are customers, suppliers, creditors, governments, unions, competitors, and the general public (Pearce & Robinson, 2009). Values and Interests A key stakeholder is a group, or individual who have direct or indirect stake in an organization. Key stakeholders can consist of creditors, directors, employees, customers, shareholders, suppliers, and last the community in which the business is located (Pearce & Robinson, 2009). Stakeholders are affected or can affect the organizations policies, actions, and objectives. Target Corporation has multiple key stakeholders who hold a strong position in the business. These individuals consist of corporate leaders, investors, customers, consultants, employees, and the community. Gregg Steinhafel is the Chief Executive Officer, and he is a key stakeholder for Target, and he believes in Target's philosophy on the connection...
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...Macro environment/Remote Environment Analysis A firm’s macro or remote environment consists of the factors that originate beyond and usually irrespective of a single firm’s operating situation and consists of economic, social, political, technological, and ecological factors (Pearce and Robinson, p87). McDonald’s, a global leader in the fast food industry, remote environment contains many of these factors. Economic Factors: Markets require purchasing power as well as people. The available purchasing power in an economy depends on current income, prices, savings, debt, and credit availability (Kotler, 2000). Changes in income and changes in consumer spending patterns can affect the industry. McDonald’s and other global competitors also face different scale of tax and revenue measurement in different countries. International currency fluctuations especially in global food distribution are also a factor. Social Factors: Current customers are much more health conscious than previous generations and thus are switching to healthier and greener food like salads. In addition, customers are trying to associate themselves with good organizations that they feel are concerned for the environment. Fast food shops are now trying to improve their brand image by portraying their concerns for the environment. Political Factors: Even in stable countries with no political unrest, political trends may have a significant impact on business (Jain, 2004). Different governments may focus on separate...
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...To: Large Bakers Senior Management From: Gregg Gregson, Supply Chain Manager Subject: Inventory Decision For years, Large Bakers has always been receiving our order for flour in 25 cars per shipment done in a haphazard way. We have been finding means where we can create a balance or trade off with our inventory and carrying costs without compromising customer satisfaction and reduce the risk of stock-out to just 98.5%. Problem: We would like to reduce the odds of running out of stock to only 1.5%. Two possible options can be utilized in order to achieve this objective. Option A - 25-Car per shipment at even intervals with safety stock held for production variation A fixed order of 25 cars per shipment provides cost savings of $5 per tonne. Moreover, our supplier will be able to guarantee on time delivery as the order cycle is predetermined and fixed. Adding buffer stock per order can reduce risks of stock-outs but this entails having additional carrying costs. Option B - 25 cars at varying intervals without safety stock. This will allow us to order 25 car shipments in a variable order cycle in order that we are able to maintain inventory levels at minimum and only order when inventory is depleting to a determined ordering point. Orders in varying intervals have a variable lead time of 4 days as supplier cannot guarantee on-time delivery because it is not known when next orders will be placed. Analysis Option A – 25 regular car shipments with additional...
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...Charter – Green Computing Research Project | | Green Computing Research Project | | Project Charter – Green Computing Research Project | | Green Computing Research Project | We Are Big, inc CIS517 Dr. Abdel Ismail, PhD MIS April 22, 2012 Authored by: Bernie J. Thompson We Are Big, inc CIS517 Dr. Abdel Ismail, PhD MIS April 22, 2012 Authored by: Bernie J. Thompson Project Title: Green Computing Research Project – Part 1: Project Integration Management Date of Authorization: April 16, 2012 Project Start Date: April 23, 2012 Project Finish Date: October 22, 2012 Project Budget Summary: The firm has been given $500,000 for this project. More funds are available to pay expert consultants for advice, and purchase books and related articles as needed. Project Manager: Mr. Bernie J. Thompson, (770) 413-8774, Thompson.bernie@hotmail.com Project Objectives: The project plan developed as a result of this charter will provide an extensive report, including detailed financial analysis and recommendations on what green computing technologies to implement. Official project request forms for recommended solutions would also be created as part of the project. This is the first charter for the project, and the objective is complete this project in six months. The project manager will not only manage the project, but will also do some research, writing, editing, and the like required to produce the desired results. Project Success Criteria: The project...
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