...Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment. Rick Cohen, who is the CEO of C&S Wholesale Grocers want to figure out what strategy to adapt in order to put in practice the self managed team concept in his business. C&S had started to take action as main wholesaler to A&P throughput in New England which will also cause a huge increase in daily throughput. Cohen was worried regarding the company’s current ability in terms of its operations and management for meeting the requirements of its customers and to keep its high level of customer satisfaction. Rick was also concerned in order how to implement the self-manage concept in labor intensive integrated...
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...Midterm: C&S Wholesale Grocers: Self-Managed Teams Case Study Diagnosis Rick Cohen, president and CEO of C&S Wholesale Grocers, is faced with the dilemma of deciding whether and how to implement the self-managed team concept in his unionized warehouse. With the holiday season approaching, the busiest time for C&S, he needs to come up with a solution or the reputation of C&S will be jeopardized. Cohen, grew up in the family business and completed his undergraduate studies at the Wharton School at the University of Pennsylvania. One of his greatest strengths that he was able to identify about himself early on is that he is able to look at the production numbers and quickly be able to figure out what areas needed improvement. C&S Wholesale Grocers grew from a small company in 1918 into a multimillion-dollar business by securing military bases, obtaining large supermarket accounts, such as Big D, and through innovation and attention to customer service. In 1987, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily output and additional pressure on the business structure. Cohen is concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. In order to deliver, the company...
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...C&S GROCERS: SELF MANAGED TEAMS In 1918, Israel Cohen and Abraham Siegel bought a small brick warehouse and began making grocery deliveries to stores in Worcester, Massachusetts. Cohen & Siegel had worked together for several years for other grocery wholesalers. They named their fledgling enterprise “C&S,” and worked hard to build a base of loyal, satisfied customers. The company started in a 5,000 square foot, three story warehouse with three warehouse workers. C&S purchased and received goods from a myriad of manufactures, stored the goods in their warehouse and then sold and distributed the goods to area retailers in an ongoing process. They handled over 1,200 grocery products. The warehouse covered approximately 400,000 square feet of land and could be as tall as 40 feet in height. Inside the warehouse there are rows of steel shelving. Products were stored on shelves and organized by items. In 1929, Worcester’s Blackstone River flooded the C&S warehouse, destroying its entire inventory. Despite the devastation of the flood C&S packed up and moved to a new location on higher grounds. The new facility was twice the size of Worcester. Rick Cohen became president and CEO of C&S Wholesale Grocers in 1987 after his father Lester Cohen retired. Cohen is trying to decide whether and how to implement the self-managed team’s concept in his warehouse. In 1988 C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's...
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...C & S Wholesale Grocers: A) Why is Cohen worrying about his organization? He is worried because the increased workload, high-turnover, lack of accountability or the ability to trace who is responsible for mistakes, difficult working conditions for safety purposes, employee moral declines. He wants to be able to sustain the growth of the company yet, also address these factors that are causing problems for staff and management. B) What assumptions is Cohen making about organizational effectiveness and operational excellence? His assumptions are focused on issues like maintaining quality standards and financial pressures. He is assuming that by taking care of those factors the problems the company is facing will improve. C) What are the goals for self-managed teams broadly and at C & S? Broadly: Responsibility for outcomes, monitor own performance, alter performance strategies as needed by creating solutions to problems, able to best respond to customers needs, enhance employees commitment to the organization by providing “ownership” of important organizational decisions C & S: Team was responsible for selecting, loading, clerking, and signing off on the orders being placed. D) What are the risks associated with the transition from the status quo to a team focused organization? How are the employees going to respond. How are managers going to adjust and adapt to the new structure. How would the transition be implemented to be as seemless...
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...C&S Wholesale Grocers (C&S 식료품 도매업체) : Self-Managed Team 자율 경영관리 팀 1988년 10월 오후, 70년 전통을 갖고 있는 창고저장업(warehousing) 및 유통업체인, C&S Wholesale Grocer의 사장 겸 CEO, Rick Cohen은 400,000 평방피트 (7개의 축구장 보다 조금 작은 정도 크기)가 넘는 창고시설과 함께 눈길을 돌리게 했다. 1988년 초, 뉴잉글랜드 전역의 A&P (미국 수퍼마켓?) 스토어에 메인 도매업체로 계약을 했을 때가 , 지금까지의 가장 큰 단독 어카운트의 계약을 시작하게 된 것이다. 이 새로운 비즈니스의 움직임은 450Million$에서 650M$로의 매출 성장을 일으켰다. 그러나 그 다음해에 Rick과 임원진들은 현재의 고객사들에게 서비스를 제공하는 동시에, 이 대형 식료품 스토어업체의 요구를 수용해 가면서 일을 해야 하는 어려움이 있었다. 홀리데이시즌이 지나고, C&S는 11월초에 새로운 A&P 고객사로 부터 들어오는 시즌 오더를 받아야 했다. Rick은 현재의 운영방식으로 모든 고객사의 니즈를 맞춰줄 수 있을지, 그리고 뉴잉글랜드 전역의 명성에 맞게 높은 수준의 고객만족을 유지할 수 있을 지 걱정이 되었다. 그는 무언가 그의 운영방식의 생산성을 높일 수 있는 것이 있을 지 궁금했다. Rick은 최근 자율경영관리 팀이라는 비교적 새로운 컨셉에 대한 기사를 읽었다. 자율경영관리 팀은 성공적인 비즈니스 시작 기틀을 세움에 있어, 조직의 우수성, 생산성과 경쟁력을 높이는 데 어느 정도 신뢰가 있다는 것이다. 이 컨셉의 배경은 직원들의 업무, 감독 및 그들의 성과평가의 역할을 팀들의 책임으로 바꾸면서, 관리(매니지먼트)의 단계를 줄이는 것이다. 그리고 문제 해결이나, 변화된 업무조건에 대한 적응을 위하여, 그들의 업무를 수행하는 방법을 맞춰가게 하는 것이다. Rick은 이 컨셉이, 노동이 많이 요하는 창고에서의 근무환경에서도 실행이 될 수 있을 지 궁금했다. 회사의 창립자 Rick 의 할아버지 Israel Cohen으로 거슬로 올라가서 부터, C&S는 운영체제의 혁신의 긴 히스토리를 가지고 있다. 그러한 긴 히스토리에도 불구 하고, Rick은 중대한 운영체제의 변화가 될 수 있는 이 컨셉을 추진하는 적시가 될 수 있을 지, 만약 그렇다면 어떻게 그렇게 운영이 될 수 있을 지가 궁금했다. The Wholesale Grocery Industry (식료품 도매업체 산업) 식료품 도매산업은 노동을 많이 요하는 (노동집약적)산업 이며, 물류가 주가 되는 비지니스 이다. 도매업체들은 수퍼마켓 분야의 가치체인구조에서 제조업자와 유통업자의 중간(샌드위치)의 역할을 한다. 도매업체들은 무수히 많은 제조업자 들로부터 제품을 구매하고 받아서, 창고에 보관한다. 그리고 소매업자(유통업체)에 판매하고, 계속되는 보급 절차에 따라 소매업자들에게 상품을 유통했다. 상품의...
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...[pic] SUMMER TRAINING REPORT ON CATCHMENT STUDY OF FOOD BAZAAR [pic] IILM INSTITUTE FOR HIGHER EDUCATION GURGAON IN THE PARTIAL FULFILMENT FOR THE AWARD OF POST GRADUATE PROGRAMME IN RETAIL MANAGEMENT SUBMITTED BY DEEPAK KUMAR PGPRM 2006-08 CATCHMENT STUDY OF FOOD BAZAAR [pic] DECLARATION This project is my original work done on behalf of IILM INSTITUTE FOR HIGHER EDUCATION under the guidance of Mr.Amit kumar, Food bazaar category head north zone and college mentors Mrs. Swaran Kanta and Mrs. Smita shelly, Faculty IILM. As well as with the great help of Food bazaar category team north zone. The material provided in this report is original and has not been submitted anywhere for any other diploma or degree. This data is completely confidential, hence the findings and analysis would not be shared in this document and outside too . so should not be share with any other places or organization. Signature of student Name : Deepak Kumar Date PREFACE I am Deepak Kumar doing post graduate program in retail management (PGPRM) student of Integrated Institute of Learning Management (IILM), Gurgaon, Haryana. undergone summer training program at Zonal office (North Zone) with Future group in Gurgaon. I have been assigned a task to do the ‘CATCHMENT STUDY OF FOOD BAZAARS IN NORTH ZONE”. In this topic there...
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...Impact of Organized Retailing on the Unorganized Sector Mathew Joseph Nirupama Soundararajan Manisha Gupta Sanghamitra Sahu May 2008 INDIAN COUNCIL FOR RESEARCH ON INTERNATIONAL ECONOMIC RELATIONS Foreword The retail sector is expanding and modernizing rapidly in line with India’s economic growth. It offers significant employment opportunities in all urban areas. This study, the second undertaken by ICRIER on the retail industry, attempts to rigorously analyse the impact of organized retailing on different segments of the economy. No distinction has been made between foreign and domestic players, in analyzing the impact of the increasing trend of large corporates entering the retail trade in the country. The findings of this study are based on the largest ever survey of unorganized retailers (the so-called “mom and pop stores”), consumers, farmers, intermediaries, manufacturers, and organized retailers. In addition, an extensive review of international experience, particularly of emerging countries of relevance to India, has also been carried out as part of the study. The study estimates that the total retail business in India will grow at 13 per cent annually from US$ 322 billion in 2006-07 to US$ 590 billion in 2011-12. The unorganized retail sector is expected to grow at approximately 10 per cent per annum with sales rising from US$ 309 billion in 2006-07 to US$ 496 billion. Organized retail, which constituted a low four per cent of total retail in 2006-07, is estimated...
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...Corporate Sales Department, Phone: 800-382-3419; Fax: 201-236-7141; E-mail: corpsales@prenhall.com; or write: Prentice Hall PTR, Corp. Sales Dept., One Lake Street, Upper Saddle River, NJ 07458. All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ISBN 0-13-008754-8 Pearson Education LTD. Pearson Education Australia PTY, Limited Pearson Education Singapore, Pte. Ltd. Pearson Education North Asia Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia, Pte. Ltd. Pearson Education, Upper Saddle River, New Jersey A D V I S O R Y C O M M I T T E E Arnold H. Kaplan (Chairman) Chief Financial Officer UnitedHealth Group Peter G. M. Cox Chief Financial Officer United Grain Growers Limited Gracie F. Hemphill Director—Research Financial Executives Research Foundation, Inc. Karl A. Primm General Auditor Unocal Corporation William M. Sinnett Project Manager Financial Executives Research Foundation, Inc. III...
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...Introductory Marketing Place Chapter 11 Armstrong/ Kotler Marketing: An Introduction Marketing Channels and Supply Chain Management I. The Nature of Distribution Channels Channels of Distribution is known as "Place" in the "4 P's" model of Marketing. Distribution Channels provide the utility of place, of having products where the customer wants when the customer wants them. In these days of customer focus and emphasis on competition, the 4 P's model is considered very simplistic, and I've always thought that was probably why Marketers began referring to Place as Channels, to move us away from "The "4 P's" as a description of all of what Marketing is about; nevertheless, "place" is a convenient way to think of the term Channels of Distribution. |Distribution is particularly important in a country |[pic] | |like Canada with our huge size and our northern | | |climate. Every spring, trucks go down through the ice | | |in places where frozen water is used as a seasonal | | |road; this truck is sinking in Lake Winnipeg. | | |[pic] ...
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...The Battle R e ta i l for What is FDI in retail? Retail battle: It’s finally about politics and numbers, not FDI FDI in retail: Why it works for everyone FDI fineprint: Easing FDI doesn’t ease problems plaguing retail 04 06 08 The verdict FDI in retail: Why the politicians are illogical, and have got it wrong Don’t pity the kirana guy, he knows how to fight back Economy, not kirana shops, is biggest loser in retail FDI debate Why the kirana dukan doesn’t care about Big Brother 11 13 15 17 All sides of the debate GOVERNMENT FDI in retail ‘distinct and different’: Sharma Out on a limb: Govt says FDI in retail will ‘immensely benefit farmers’ Reader debate: Is FDI in retail bane or boon? PUBLIC India Inc appeals political parties to support FDI in retail India Inc divided over FDI in multi-brand retail INDUSTRY FDI in retail: Opposition, allies term it anti-people Will not allow Parliament to function until FDI in retail is withdrawn: NDA OPPOSITION Why some farmers are relieved to be dealing with Wal-Mart Farmers Retail FDI: The merits are over-hyped, say academics Academics Cong meets over FDI in retail: Is a rollback on the cards? Will FDI last? FDI nod given, global retailers wait for more clarity The world is waiting FDI in retail What is ? Retail battle: It’s finally about politics and numbers, not FDI he Congress is hell-bent on pushing through its proposal for foreign direct investment (FDI)...
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...Cost Control Conte nts Pref ace to the New Edition The Cost Manager’s Toolkit – PDA-size Summary 1 GOOD COST MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking ...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...! ! ! ! ! ! ! ! ! ! ! ! !!!!!!!!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America:...
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...! ! ! ! ! ! ! ! ! ! ! ! !!!!!!!!!!! ! ! Did Wal-Mart Wake Up? How Strategic Management Handled Wal-Mart’s Reputation [ABSTRACT] The nation’s largest private corporation and retail giant Wal-Mart has faced multiple opposition from labor unions, grassroots organizations, religious groups, and even from its own employees, impacting its corporate reputation and ultimately its bottom line. This case study will demonstrate the strategic communication Wal-Mart used for its corporate reputation management (CRM). In particular, the case describes the company’s response to criticism regarding its current business policies and practices. Table of Contents Introduction………………………………………………………………3 1. Company History……………………………………………………..5 1.1 Wal-Mart’s Early History: 1960s to 1970s…………………………….5 1.2 Wal-Mart Expands and Goes International: 1980s to 1990s…………...6 1.3 Attack of the Advocacy Groups: 2000 to present……………………....7 1.4 Repercussions…………………………………………………………...8 2. The Issue: Employee Relations and Workers’ Rights…………………9 3. Opposition…………………………………………………………….10 3.1 Labor Union-Funded Groups…………………………………………...11 3.2 Gender Discrimination………………………………………………….12 3.3 Wal-Mart: The High Cost of Low Price……………………………………..13 4. Wal-Mart’s Response……………………………………………………15 4.1 Response to Labor Union-Backer Groups………………………………...16 4.2 Response to Gender Discrimination Lawsuit……………………………..17 4.3 Response to Greenwald’s Film……………………………………………18 4.4 Wal-Marting Across America:...
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