Case Analysis Essay Example | Topics and Well Written Essays - 1000 words - 2

Case Analysis - Essay Example One another importance service provided by BizRate was research on the market performance of the companies. The web portal made use of the customized survey forms filed by the customers to tabulate the research findings. These research findings acquired much market demand as it helped the companies to analyse their market performance and strategies. In October 1999, BizRate released a new website which had added features like merchandising and referral services. The company along with its listed merchants gained remarkably huge response for this innovation. The pace of market involvement and revenue generation was accelerated through this creative effort. This prophesied the scope that the company would have in ecommerce. However a concentration on ecommerce would mean that the company will have to drop out its research services as managing both effectively would not be possible within the capacity of the company. BizRate is thus in a very important stage where they are to take a cru cial management decision pertaining to the primary focus of the company. Given the advantage that the company gained after lodging newer features like merchandising and referral services, the company and its management has felt the scope that its holds as a ecommerce company. There had been substantial increase in the revenue as well, after the implementation of the new features. However so as to concentrate more on ecommerce, the company will have to completely drop out the research services for which it was renowned for. As the manpower had attained optimal exploration for the sake of research services, it was not possible for the company to equally concentrate on both research and ecommerce with the existing facilities. The company had to fix their primary focus on either of the business operations. The case study does not provide data

How do the HRM practices at Great Wall fit together strategically Case Study

How do the HRM practices at Great Wall fit together strategically - Case Study Example For starters we are informed that Great Wall organized itself functionally. This implies that the organization is then better placed to accurately define its recruitment, training, rewards and staff retention policies for each area of concentration. Also, using the functional divisions Great Wall is able to utilize a decision-focused approach which is based on the three decision making levels, namely operational, managerial and strategic. Recruitment We are informed that staff that was recruited was chosen based on their experience and interpersonal skills. Experience enables them to add value immediately to Great Wall and this is important for the organization as it seeks to rise to the pinnacle of Asian golf resorts. Furthermore, unlike their competitors Great Wall hired senior managers from Asia who had a better understanding of the culture and social practices of the Chinese target market. Training Great Wall knew that for the organization to raise its profile to world class it w ould have to invest in training its staff to meet those world class standards. From Exhibit 4 in the case we can see how Great Wall differentiated the training offered to its staff based on their level. There was the mandatory training required for all staff and additional training offered to staff that was at supervisory level and above. This is in line with the decision-focused approach to HRM. ... Great Wall’s HR thus devised various informal and formal reward systems for managerial staff as well as rank and file employees. For example reward systems for rank and file employees included â€Å"Employee of the Month† which gave employees recognition as well as one month’s salary as financial reward. On the other hand, the best caddies would receive both monetary and non-monetary rewards for superior service and performance, with the monetary rewards being issued quarterly. Staff retention Another major challenge that Great Wall faced as an employer in China stemmed from the migrant nature of the workforce. Even though its staff turnover was lower than the industry average, it was still higher than Great Wall’s desired level. The company knew that its ability to retain staff that had long-standing relationships with members was a key competitive advantage thus it had to lower its staff turnover. With this goal in mind, the organization used a combinati on of incentive plans such as putting in place both formal and informal reward systems, trainings, comfortable housing, medical plans and so on. How do the HRM practices at Great Wall support Great Wall's strategy? Corporate strategy is about what a company wants and how the company should go about to satisfy this want. To achieve its main goal the company employs a grand strategy. Grand strategies fall into three general categories which reflect what a company’s overall goal would be namely: growth, stability or retrenchment. From the context of the case Great Wall’s grand strategy was to grow. The organization aimed to achieve this growth through placing emphasis