GC3 Headquarters GC3 was established with the purchase of 14 Coffee Hut stores in Columbus, OH, by three former Coffee Hut associates. Over the next few years, GC3 expanded into Cincinnati and Cleveland, but has kept Columbus as their regional headquarters. Moving forward, GC3 grew with the purchase of Great Scoops and DaDeli. Due to this extreme growth, and need for centralized decision making, most of GC3 staff will reside at the company’s headquarters, aside from store managers and administrative staff. With the continued growth, it is important to develop a corporate structure. The three forerunners of GC3 are Tony, Bruce and Bonnie. Tony has taken the role of Chief Financial Officer. For Tony to be successful, he will need to build his …show more content…
RJ will have two direct reports at each location. The Human Resource and Finance Administrators will assist RJ will all administration and divisional financial responsibilities. All Store Managers will report to RJ and will provide similar information as the Store Managers for the GC3 locations. RJ will be responsible for sharing his divisional reports with Tony, Bruce and Bonnie, the company owners and …show more content…
As with Great Scoops, DaDeli will have a Chief of Operations, who will report their divisional reports to owners Tony, Bruce and Bonnie. All Human Resource/Finance administrators and Store Managers will report directly to the Chief of Operations. DaDeli is struggling the most out of all the divisions because each location operates independently. It will be the newly developed Chief of Operations’ responsibility to create a more unified team. In conclusion, all divisions will indirectly report to Tony, Bruce or Bonnie based on their current function. These three executives will be the centralized decision makers for the Great Cups of Coffee organization. The focus on centralized decisions will help better align GC3 with the original concept of GC3. Once these items are in play, GC3 can begin working on their newly developed strategies for Operations, Human Resources, Finance and
The founders of Keurig Inc. created the company to develop an innovative technique which allows customers to brew one perfect cup of gourmet coffee at a time. In this case, the CEO Nick Lazaris along with the other leaders of Keurig Inc. must determine how to successfully enter the at-home-market for use at customers’ homes, while maintaining a healthy relationship with Green Mountain Coffee Roasters, Inc. (GMCR) and Van Houtte. GMCR and Van Houtte are two of the company’s main roaster partners that own a 70% stake in Keurig, so they want the business to succeed but are a little apprehensive about the company’s marketing and pricing strategies.
GMFC is hoping to open a new plant within the United States that would specialize in recreation vehicles. Management would like to open the factory of 500 employees as a nonunion plant but they are worried that the United Automobile Workers (UAW) and other unions will attempt to unionize. There are many benefits to keeping the plant union-free such as, higher profits, flexible policies to better serve employees, and higher productivity. This paper will look at specific recommendations GMFC can do to prevent unionization at the new plant and still be competitive in the industry.
His primary focus is to rebuild their senior management team to help them stand out in an increasingly competitive market. They have hired Gene McQuade as president and chief operating officer. He is a former president of Bank of America and Fleet Boston Financial's chief operating officer, he will bring a wealth of experience in operational and financial reporting to
When it comes to enterprises in the same size as Garmco, going through changes could be either easy or difficult due to all the surrounding factors that have the ability to influence the change. There are several things that the company needs to consider if a change is to occur, especially if the change is relevant to the recommendations proposed previously.
For the past 25 years, Campbell's Soup has been managed by three different CEO's, McGovern, Johnson and Morrison, all who brought their own ideas, vision and strategy for making sure Campbell grew in terms of both size and profitability. Campbell's international business unit, one the largest of the six business units established by McGovern, was a main focus for all three managers. The following are the different strategic approaches taken by each CEO for the international division:
In accordance to abiding by child and youth care principles, the child and youth care worker must constantly keep their emotions in check, especially if sensitive topics come up or if the child’s experiences relate to one of their own. The emotional intensity felt in a live-in family situation feels a lot more ‘close to home’, especially the more involved the care worker is with the family. CYCs in this sector may be in interpersonal conflict with adults in the setting more than any other milieu, because they are living in or working within close contact to the home (Dimitoff, 2000). If the parents feel helpless, hopeless or angry, these emotions can surface and be directed at the care worker. The parents may try to attack the care worker, and the care worker must maintain professional etiquette and emotional regulation even if their instinct is to react (Dimitoff, 2000). The child and youth care worker must be comfortable with emotion – their own, the child’s as well as the child’s family.
In this scenario with the Sandwich Blitz L.L.C., CEO Dalman is spending too much time and resources at operating locations. CFO Lei is dealing with numerous issues with financial matters. In order to effectively utilize time management and save money they can set up a virtual team environment with each of their store location managers as management teams to collaborate on the issues at hand in real time. Then Dalman can delegate the “gatekeeper “ role to the two newly positions as regional managers to handle the day to day inquires of each of their assigned location managers. Then management teams can coordinate and provide direction to the subordinates to integrate policies and working procedures intergrading them into Self-Managed Teams.
In one example, Lewis was assigned as director of operations for New England. The role gives Lewis responsibility for 50 stores that need attention and possible intervention. Doughty (2000) comments, ...
As sales increased for this company the company thought it was time to expand. The company opened a store in SoHo, New York. This store allows consumers to come in and try the new flavors and or products. By doing this they can send back to the marketing team what is working and what is not working. Chobani currently has a company in Australi. The head quarters were built in 2013. The company would like to expand more, but other countries have multiple
They have taken on two other industries in the recent past, which include the ice cream shops acquired in Pennsylvania and deli shops in Illinois. Some of their major competitors are Starbucks and Dunkin Donuts, which Great Cups have rivaled in the specialty coffee section. What needs to be evaluated is GC3’s current standing in all three industries and if they can sustain high revenue or do they need to streamline the products and become consistent with each state, industry and store. GC3 will need to review past ratios and most recent ratios in: Liquidity, Asset Management, Debt Management, Profitability and Internal and Sustainable Growth and estimating what they may look like next
As a long term strategy, we recommend James to be made Head of Operations of Controls Asia Pacific in Singapore because he is the best suited person who not only understands the culture and vision of the parent company in the US, but also can transcend that ideology to the Controls Asia-Pacific HQ and the joint venture.
The company started its activity in 1971 as small coffee shop located in Seattle specialized in selling whole arabica coffee beans. After being taken over by Howard Schultz in 1982, following a rapid and impressive growth, by mid 2002 the company was the dominant specialty-coffee brand in North America, running about 4,500 stores, 400 international stores and 930 licenses.
Schultz, Howard, and Joanne Gordon. Onward: How Starbucks Fought for Its Life Without Losing Its Soul. New York: Rodale, 2011. N. pag. Print.
Starbucks is a worldwide company, known for is delicious brews of coffee and seasonal varieties of tasty drinks for any occasion. Starbucks opened with two main goals, sharing great coffee with friends and to help make the world a little better. It originated in the historic Pike Place Market of Seattle, Washington in 1971 by Jerry Baldwin, Zev Siegl and Gordon Bowker. The creation of Starbucks’ name came from the seafaring tradition of early coffee traders and the romance evoked from Moby Dick. At the time, this individual shop specialized in the towering quality of coffee over competitors and other brewing services enabling its growth to becoming the largest coffee chain in Washington with numerous locations. In the early 1980s, the current CEO Schultz saw an opportunity for growth in the niche market. After a trip to Italy he brought back the idea of a café style environment of leisure and social meetings to the United States we now see in Starbucks locations today. Schultz ultimately left Starbucks to open his own coffee shop, Il Giornale which turned out to be a tremendous success. Fast forward a year later, Schultz got wind that Starbucks was going to sell all their components of Starbucks including their stores and factories, he immediately acquired the funds to buy Starbucks and linked both operations. Within five years he was able to open more than 125 stores starting in New England, Boston, Chicago, and gradually entered California. He wanted Starbucks to be a franchise system based on the mission of telling the truth and emphasize the quality,