From 13 up to 30 in 1984 is the hoped for expansion rate of Grand Metropolitan's fast food restaurants, Huckleberry's. They see themselves becoming a national chain to vie…
From 13 up to 30 in 1984 is the hoped for expansion rate of Grand Metropolitan's fast food restaurants, Huckleberry's. They see themselves becoming a national chain to vie with the likes of McDonald's and Wimpy. Giving them a new image to present an alternative to the ubiquitous red and yellow fast food uniform is Michael Peters Partnership. They have designed a subtle and sophisticated restaurant to suit the “second generation” of fast food customers. Sue Sharpies describes Huckleberry's new found confidence and takes a look at the Putney pilot.
GREAT BRITAIN will find 1962 to be a year of grave decisions. The negotiations for our entry into the Common Market will reach a climax. Wages and prices hang like a grim question mark over the future. These are only two of the many problems calling for the right solutions. Members of every political party, industrialists and trades union leaders, friends and foes of the Common Market are agreed on one point. Much keener competition is inevitable and upon our success in it depends this country's future.
The growth of firms is fundamentally based on selfreinforcing feedback loops, one of the most important of which involves cash flow.When profit margin is positive, sales…
The growth of firms is fundamentally based on selfreinforcing feedback loops, one of the most important of which involves cash flow.When profit margin is positive, sales generate cash, which may then be reinvested to finance the operating cash cycle.We analyze simulations of a sustainable growth model of a generic new venture to assess the importance of taxes, and regulatory costs in determining growth.The results suggest that new ventures are particularly vulnerable to public policy effects, since their working capital resource levels are minimal, and they have few options to raise external funds necessary to fuel their initial operating cash cycles.Clearly, this has potential consequences in terms of gaining competitive advantage from experience effects, word of mouth, scale economies, etc. The results of this work suggest that system dynamics models may provide public policy-makers a cost-effective means to meet the spirit of the U.S. Regulatory Flexibility Act
The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the…
The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible. With micro tools largely in place, the future of strengths management is moving increasingly to the macro-management level, as witnessed in the rapid and far-reaching use of large group methods such as the Appreciative Inquiry Summit and its next generation design-thinking summit. Macro means whole and, by definition, unites many improbable opposites – for example, it embraces top down and bottom up simultaneously. It is a prime time source of organizational generativity. But the rules of macro-management are different than any other kind, most certainly micro-management. A decade of research and successful prototyping with single organizations, regions and cities, extended enterprises, industries, and UN-level world summits reveals five “X” factors – a specific set of mutually reinforcing elements of success and organizational generativity – and provides a clear set of guidelines for when and how you can deploy the “whole system in the room” design summit to bring out the best in system collaboration. By analyzing the performance and impacts of six case studies of the “whole system in the room” Appreciative Inquiry design summit, this chapter provides a bird’s eye view of the opportunities, challenges, and exciting new vistas opening up in this the collaborative age – a time when systemic action and macro-management skill are the primary leverage points for game-changing innovation, scalable solutions, and generative organizing. The chapter concludes with a call for more research into the stages of large group dynamics and advances a metaphor from the leadership literature – the spark, the flame, and the torch – to give imagery to the “positive contagion” and “the concentration effect of strengths” that happens during an Appreciative Inquiry Summit where 100s and sometimes 1000s come together interactively and collaboratively to design the future.
A research team consisting of doctoral students and their faculty advisor investigated the differences in perceptions, beliefs, and attitudes between school principals and…
A research team consisting of doctoral students and their faculty advisor investigated the differences in perceptions, beliefs, and attitudes between school principals and teachers in a United States suburban Midwest school district using a qualitative embedded case study research design. Researchers interviewed all building principals; they invited 80 teachers who received summative evaluations within the previous 18 months to participate in the left‐ and right‐hand column case method, 40 teachers participated; the team also examined district documents related to summative evaluations. Findings indicated that principals and teachers operate in Model I theory‐in‐use.
This paper explores the answers to two questions, “Can management educators and scholars become effective managers?”; and “Can managers become effective management…
This paper explores the answers to two questions, “Can management educators and scholars become effective managers?”; and “Can managers become effective management educators and scholars?”. “The qualified answers, as in other management areas, are that it all depends on the person and the situation”. This paper first describes how successful managers/leaders continually strive to balance structured and unstructured approaches and thinking, as well as how the failure to balance them has led especially recently to many burst financial bubbles, such as the one in the dot.com area. Second, the paper describes how educators can help students learn this basic management skill and in the process, when supplemented by ample workplace experience, acquire that management skills which would enable educators to function as competent business managers. Third, the paper describes how managers can nurture and acquire educator skills through building on their successful work experiences in balancing structured and unstructured approaches and thinking.
The purpose of this paper is twofold: first, to empirically test whether a “one size fits all” strategy fits the fashion e-commerce business and second, to evaluate…
The purpose of this paper is twofold: first, to empirically test whether a “one size fits all” strategy fits the fashion e-commerce business and second, to evaluate whether consumer returns are a central aspect of the creation of profitability and, if so, to discuss the role of returns management (RM) in the supply chain strategy.
Transactional sales and return data were analysed and used to categorise customers based on their buying and returning behaviours, measuring each customer's net contribution margins.
The e-commerce business collects a vast quantity of data, but these data are seldom used for the development of service differentiation. This study analysed behaviour patterns and determined that the segmentation of customers on the basis of both sales and return patterns can facilitate a differentiated service delivery approach.
This research empirically supports the theory that customer buying and returning behaviours can be used to appropriately categorise customers and thereby guide the development of a more differentiated service approach.
The findings support a differentiated service delivery system that utilises a more dynamic approach, conserving resources and linking the supply chain and/or organisational strategies with customers' buying and returning behaviours to avoid over and underservicing customers.
Consumer returns are often viewed as a negative aspect of doing business; interestingly, however, the authors revealed that the most profitable customer is a repeat customer who frequently returns goods.
This chapter explores the emergence, growth, and current status of the sociology of sport in Canada. Such an endeavour includes acknowledging the work and efforts of Canadian scholars – whether Canadian by birth or naturalization or just as a result of their geographic location – who have contributed to the vibrant and robust academic discipline that is the sociology of sport in Canadian institutions coast-to-coast, and who have advanced the socio-cultural study of sport globally in substantial ways. This chapter does not provide an exhaustive description and analysis of the past and present states of the sociology of sport in Canada; in fact, it is important to note that an in-depth, critical and comprehensive analysis of our field in Canada is sorely lacking. Rather, this chapter aims to highlight the major historical drivers (both in terms of people and trends) of the field in Canada; provide a snapshot of the sociology of sport in Canada currently; and put forth some ideas as to future opportunities and challenges for the field in Canada.