Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

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3. In what way does the sequence of A.S. Watson’s foreign market entries conform to the theoretical concept of psychic distance?
2. What are the advantages and disadvantages of capital-intensive market entry strategies in general as well as especially for A.S. Watson?
1. The basic internationalisation decision entails the choice between standardisation and adaptation. What strategy does A.S. Watson pursue? Comment on the standardisation potential of the health & beauty sector.
3. What are the advantages and disadvantages of joint ventures?
2. Which problems can emerge with acquisitions?
1. Discuss the consequences for a company which arises of a poor organic growth. What are the problems?
4. In 2007, C&A decided on a long-term strategy to expand the use of organic cotton for its products. In the context of sustainability, name and explain key drivers for a higher control of the upstream supply chain.
3. C&A pursues many different activities within its sustainability strategy. Explain the concept of sustainability, name the key corporate aspects of the three dimensions of the triple bottom line and classify C&A’s different sustainability approaches in these three dimensions.
2. In recent years, C&A has significantly increased its share of active sourcing and plans to continue this. Is it advisable for C&A to start manufacturing clothes in its own production facilities and thus exert even more control over the supply chain? Identify the opportunities and risks of
1. C&A can be classified as a “vertical retailer” in the clothing industry. Explain why, taking a closer look at upstream- and downstream-oriented value chain architectures.What are the advantages and disadvantages of being a vertically integrated retailer as opposed to a traditional retailer?
3. Given the company-owned retail activities of Nike, assess the contribution of the current development to the long-term success of the company.
2. Describe potential channel conflicts for a manufacturer adding a new company-owned retail channel and use Nike to illustrate some examples. Please elaborate on ways that are suited to manage channel conflicts.
1. List the possible motivations for the implementation of secured distribution activities from a manufacturer’s perspective and apply the insights to Nike’s situation in detail.
3. Which cross-channel functionalities dos NEXT offer, and what are advantages of indications between retail channels?
2. A catalogue is an expensive medium since it needs to be printed and distributed to households. If already 70 % of the home shopping orders at NEXT come via the online channel, would you recommend NEXT to eliminate the catalogue channel from its channel mix in future years? Give arguments for and
1. In 1999, the business strategy of NEXT was extended to "One Brand; Three ways of shopping". Explain the historical development of this process and the necessity for NEXT to integrate these different retail channels.
3. IKEA has not yet implemented online shops in every country where it operates. Assess the relevance of this retail format within the framework of the company’s future internalisation?
2. The parallel use of different retail formats and/or sales formats is referred to as multichannel retailing. What are the opportunities and risks associated with this concept in general and for IKEA in particular?
1. IKEA operates in the same market with three formats: category specialists, online shops and catalogue retailing. What are the typical characteristics and advantages of these retail formats? To what extent do these characteristics and advantages apply to the retail formats used by IKEA?
3. Ahold operates online shopping formats in Europe and in North American market.Evaluate the relevance of the company’s e-commerce and m-commerce formats for future growth in food retailing.
2. Ahold’s strategy of international growth is mainly based on the acquisition of powerful local retail brands. Discuss critically the challenges and opportunities of introducing the brand Albert Heijn with its specific formats in the international market.
1. Ahold operates multiple retail formats. What are the typical advantages and disadvantages of each retail format?
3. Assume a manufacturer such as Sony decided to sell directly to the final consumer.Comparing that to the functions currently executed by retailers such as Best Buy, what would Sony have to do?
2. Imagine if Best Buy bought its own factories and increased its amount of store label brands. What would this mean for its relationship with manufacturers such as Apple, GE or Sony? Explain.
1. Using the catalogue of retail functions, describe Best Buy’s activities in terms of these functions.
3. Compare the EVA concept with another steering tool for valueȬbased company management within the framework of the shareholder value approach and make a comparative analysis.
2. What possible drivers or determinants can influence the economic value added in a company or contribute to its improvement?
1. Apart from the Metro group, several other companies such as Ahold or JCPenney use EVA as a group steering system. Discuss the possible limits and risks of EVA as a group steering system.
3. Critically discuss the role of power in the supply chain. What impact does the existence of a network of manufacturing subcontractors and a franchised retail network have on the quick response system? Take into account recent changes in the Benetton strategy.
2. What are the particular challenges of supply chain management in the fashion industry? Describe and evaluate the role of quick response sysȬtems as applied by Benetton with regard to the textile apparel industry.
1. Explain the difference between producer push and consumer pull supply chains as applied by Benetton. Explain and evaluate the role and value of information in managing the supply chain.
3. What advantages and disadvantages are associated with the outsourcing of physical distribution processes, also applied by Sainsbury’s?
2. Factory gate pricing (FGP) is becoming increasingly popular. What are the reasons and motivations for this development? Which possible limiȬtations and risks can be identified?
1. As described, Sainsbury’s supply chain comprises different types of disȬtribution facilities. Why is this distinction normally used?
3. Compare the option of direct sourcing (especially in geographically disȬtant markets) with the use, for example, of wholesalers or importers to fulfil the buying task.ȱ
2. When it comes to global sourcing, Asia is becoming increasingly popular, and China in particular. What are the specific risks and challenges facing retailers buying from China?
1. Within the scope of the proceeding globalisation, global sourcing is beȬcoming an increasingly important topic for retailers because it is a source of cost reductions. However, the limitations and risks of global sourcing must also be taken into consideration when determining the geographiȬcal
3. Compare Tesco’s Clubcard programme with another CRM tool such as a stamps scheme, e.g. the one Tesco used in the 1960s and 1970s.
2. Do you think it is possible for Tesco to replicate the success of its cusȬtomer loyalty programme in the home market to other countries? Discuss critically.
1. How could data be gathered via the Clubcard and then be used? Give some detailed examples.
3. Why may it be attractive for a retailer such as a department store to apȬply an upmarket and expensive holistic instore marketing approach, whereas discounters and category killers keep on gaining market share with an extremely simple and reduced store layout?
2. For a department store, there are three basic ways to organise its floors. It can be structured either as a classic itemȬoriented area with traditional categories (such as trousers, books, or kitchenware), as a brandȬoriented shopȬinȬshop concept or by means of different theme worlds such as
1. In the case study, numerous examples of holistic instore marketing were discussed. What elements exactly constitute a holistic instore marketing approach?
3. How could competitors potentially gain a competitive advantage over WalȬMart?
2. What are the drawbacks of WalȬMart’s EDLP and EDLC policies that might ultimately erode its cost advantage?
1. How did WalȬMart facilitate the adoption of an EDLP policy, i.e. what are the prerequisites for adopting such a policy?
3. As mentioned, Coop also has a chain of DIY stores. Develop two different positioning strategies for a DIY retailer and suggest what products the retailers should carry in their assortment and how the roles should be asȬsigned to different categories which support the respective positioning?
2. Even though Coop has very strong store brands, about half of its sales come from manufacturer brands. Discuss the benefits and drawbacks of an extensive range of manufacturer brands in this specific case.ȱȱ
1. Coop introduced the budget store brand Coop Prix Garantie and thereby clearly connected those products with the retail brand Coop. Discuss the advantages and disadvantages of this strategy.ȱȱ
3. Why was it attractive for ECE to enter Central and Eastern European countries? What are the future growth prospects in these countries and in general?
2. What are the advantages and disadvantages of greenfield vs. innerȬcity locations for different retailers?
1. Why is it not uncommon for citizen activist groups to protest against large shopping centres as built by ECE? What are the most frequently expressed fears and anxieties associated with such innerȬcity centres?
4. What are IKEA’s chances of achieving sustained success over time?
3. Which principles of successful retail branding can be identified in IKEA‘s business model?ȱȱ
2. Where can you identify discrepancies and potential conflicts between IKEA’s brand image and its everyday operative practices?ȱȱ
1. As demonstrated, IKEA’s main target group comprises young couples and families. How could the retailer try to retain this clientele for their second or third furnishing, which is often not bought at IKEA anymore?Discuss critically.
4. Ideally, it is possible to differentiate between a firstȬmover (pioneer) and a secondȬmover (successor) strategy in the course of entering foreign markets. What are the prevailing advantages and disadvantages? Can Aldi be assigned clearly to one of these strategies?
3. Market selection: Does the sequence of foreign markets entries conforms to the theoretical concepts of psychic distance? Can patterns be detected regarding an explicit evaluation of foreign markets before the actual marȬket entry?
2. The basic decision, within the framework of the internationalisation of a company, entails the choice between standardisation and adaptation. The standardised marketing (the strategic attributes of the retail format hard discount) has been an important key characteristic of Aldi’s
1. Within the context of its internationalisation, Aldi enters new markets through organic growth and its own branches. What are the advantages and disadvantages of this market entry strategy in general, as well as specially from the point of view of a hard discounter?
3. While franchising is the growth strategy used in Germany, Fressnapf also chooses other growth strategies in other country markets. Why does Fressnapf select different strategies in different markets instead of using a standardised approach?
2. The franchising literature sometimes refers to “two markets” from the perspective of a franchisor: the consumer and the market for/of franchise partners themselves. Explain why prospective and existing franchisees can also be considered as (potential) customers of a franchisor and disȬcuss
1. Fressnapf has focussed its growth strategy on franchising. An alternative option would have been to multiply the concept by opening companyȬowned branch stores. Discuss the advantages of franchising from the perspective of the franchisor.ȱȱ
3. Discuss the prospects of a (future) reinforced secured distribution stratȬegy, given Esprit’s planned further global expansion?
2. From a retailer’s point of view, such as a department store, what are the potential advantages and disadvantages if a manufacturer uses forward integration, i.e. opens its own equity stores in addition to selling its prodȬucts through the retailer?
1. Why is it attractive for apparel manufacturers such as Esprit also to disȬtribute their products via secured channels? What elements of Esprit’s global brand strategy reflect and enhance this secured distribution stratȬegy?ȱȱ
3. Media Markt has online shops only in Italy and Germany. Assess the relevance of this retail format within the framework of the company’s fuȬture internationalisation.
2. The parallel use of different retail formats and/or sales formats is referred to as multiȬchannel retailing. What are the opportunities and risks assoȬciated with this concept in general and for Media Markt in particular?ȱȱ
1. Media Markt operates in the market with both category killers and online shops. What are the typical characteristics and advantages of these retail formats? To what extent do these characteristics and advantages apply to the retail formats used by the MediaȬSaturnȬGroup?
3. In some country markets, Carrefour is pushing its expansion through convenience stores. Discuss the general characteristics of convenience stores, analyse the development of convenience stores of other retail companies and explain the advantages of adding a convenience store reȬtail format to
2. Since 2004, Carrefour has been in a relaunching process, because of a growing competition both on a worldȬwide level and in many specific country markets. Conduct a SWOT analysis for the group and discuss critically the multiȬformat approach in this context.
1. Is it possible for Carrefour to extend the success of its multiȬformat conȬcept worldwide? Discuss critically and give examples.
Could you increase expectancies (E) or instrumentalities (I)related to your new plan to help increase the motivation of the architects? How would you do so?
What type of V2 incentives would you offer the architects to help implement your plan? Would you provide them incentives that move the architects closer to pleasure or incentives that drive them further from pain? Or would you use a combination?Explain.
If you were Craig, or one of the consultants, what would you do in this situation? The objectives are to improve profitability, maintain creativity, and maintain the current culture of the company. Would you compromise? Would you take an empowered/self-managed approach or a unilateral approach to
Compare your costs to your benefits of completing this improvement project implementation. Does the project make sense, financially, to undertake? What are the short-and long-term returns on investment? Can you make a case for moving forward with the project on nonfinancial grounds? Why or why not?
What benefits would be received from this project? Benefits may be financial or in softer, nonfinancial forms. They may be short-or long-term benefits. Benefits may include increased productivity, decreased turnover, increased morale, and more. Put a dollar value on as many of the benefits as you
Darwin’s theory of evolution suggests that biological organisms gradually mutate and change over time to form new organisms that are better equipped to compete and survive in their environments. Could business motivation follow the same theory?Would this theory predict that the best companies
Review Advanced Skill Builder 8.1 above. Create a comprehensive implementation plan for your performance management improvement recommendations. Include materials needed, training resources required, manager/employee time required, additional employees, communication methods, and so on. How long
What motivated this individual the most, avoiding pain or seeking pleasure?
Perform the same exercise on a colleague or classmate by interviewing them. Make sure to inform the experimentee that it is important to include “irrational fears” in such an exercise.Honesty and self-awareness about fears are crucial in this exercise.
If you were to sum all of the V1s for seeking pleasure, and all of the V1s for avoiding pain, which type of consequence did you value the most?
On which individual consequence did you place the most value, avoiding pain or seeking pleasure?
Using Table 8.2, what possible improvements would you suggest be made to remedy the situation? Would you suggest any that are not on the list? Explain.
Which factors overlap between the two different perspectives (the supervisor’s and the workers’)? On which factors do the two perspectives not converge? As the president of the company, what could you do to clarify which factors were to blame for the performance breakdown?
Now pretend that you are one of the two workers. List all of the factors that you think contribute to their poor performance.
Pretend that you are the supervisor in this skit. Using Table 8.2, list all of the factors that come in to play in relation to the poor performance of the two workers.
Watch the video and analyze the two workers and the supervisor for performance deficiencies. Obviously, Lucy and Ethel showed poor performance during their tenure at the Chocolate Factory.From your observation, was their poor performance more a function of internal factors or external factors? Why?
If you were the boss/manager, what steps would you have taken to increase your motivation to complete this task and become a more productive employee? Was this reasonable? What prevented your manager from doing so?
For each task, which variables left the most room for improvement in motivating you to perform at maximal levels?
Divide actual motivation numbers by maximum potential motivation values to determine the percentage “gap” in motivation values for each task.
For each task, determine the maximum numerical motivation value that could be achieved by applying 5s to all variables mentioned above and recalculating motivation for each task.
Determine the numerical motivation value to complete each task by using the formula Motivation = V1 * E.
Calculate a V1 value for each task. Remember the formula is V1= Σ (I * V2).
A rating of 5 would be anchored by the statement: “I strongly believe that I can complete this task if I try.” A rating of 0 is anchored by: “I believe that no matter how hard I try, I cannot complete this task.”
Determine a numerical value for the level of effort you put into each task.a. Create a numerical value of V2 on a scale from -5 to +5.Consider the +5 rating on this scale to be anchored by the statement: “I highly value gaining the reward or avoiding the punishment.” A rating of 0 is anchored
For each task, create an expectancy model of motivation similar to that in Figure 8.5 of this chapter. Each task will have separate branches composed of several I’s and V2’s.
Consider your current company, or your most recent employer.Think of a job or role in which you were unmotivated. Think of at least three tasks that you were required to do, but did poorly on because you were unmotivated.
Is there anything missing in your new model? Is there any way these employees could not be highly motivated now? If they are not motivated, what may you have left out?
Communicate to operators the instrumentality link between each V1 and each V2.

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Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

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