Business Paper help. It is due 10/9 before 6:00pm.
A large corporate client on the brink of failure has hired a consultant (you) to solve their problem. You are tasked with organizing a plan to solve your client’s issue to be submitted to the Board of Directors. You must organize a plan to keep your client in business by following The Project Scope Checklist located in the textbook in Section 4.1—Defining the Project Scope.
Paper must identify the following in your project:
• Corporate client (Name of the company that’s hired you. I.e. Sears)
• Client’s issue (Example: declining sales due to too many competitors offering a similar product)
• How you plan on solving the problem using the six steps on the Project Scope Checklist: 1) Project Objective, 2) Deliverables, 3) Milestones, 4) Technical Requirements, 5) Limits and Exclusions, and 6) Reviews with Customer. Your submission/plan must be in following format:
• 5 page paper, minimum. Times New Roman, 12-pt font, 1-inch margins; no funny business with the formatting.
• Feel free to include charts, visuals, etc. However, make sure a majority of the paper is pure writing. Do not give me 4 pages worth of charts and graphs and 1 page of writing.
• Write in full sentences. Do not use fragments, bullet points, lists, etc. Your paper must be submitted via Blackboard or email by EOD Saturday October 9th. You can select a company that is currently in risk of failing (i.e. JCPenney) or one that’s already failed (i.e. Blockbuster). If you are choosing one that’s already been dissolved, please pretend that they are still open and you are trying to prevent their failure. Clearly explain what the company’s issue is that’s bringing them close to failure. Clearly explain what your plan wishes to accomplish. Clearly describe the risks involved if your plan fails.
MGMT- 251 Operations and Project Mgmt. Spring 2021
March 21, 2021
New Jersey City University
School of business
RadioShack was once a prominent electronics store that boasted the latest technologies of its time. They were well known for their computer parts, monitors, small electronic appliances for everyday home use, and much more. It was revolutionary at the time as it made finding specific electronics no less than a drive away, but as time went on and the advent of the internet emerged, new competitors sprouted and would eventually dethrone this electronics giant. There are several factors that led to its demise and eventual bankruptcy. This is a plan that I have created to save this company. We need to address the lack of an online presence, poor management, financial issues, and loss of company vision for the future.
The objective of this project first needs to analyze their target margins and how we can go about selling their products. Adapting to an online environment has proven successful from time to time. According to graph 1, Charm et al. provides a detailed breakdown on how consumers go about purchasing their products. There is no doubt most consumers would opt for an online purchase rather than in-person. Another issue that RadioShack faced was poor management as the management team was making harmful choices for the company. For example, they signed long leasing contracts, not providing prepaid phone options to consumers at the height of its popularity and had multiple turnovers on the executive level management (Moore, 2017). RadioShack lost their vision, while electronic stores such as Apple, Best Buy and GameStop continue to acquire new customers and serving their loyal consumer’s needs.
The next step would be to hire a web designer who can create a website that is consumer friendly and that even the least tech-savvy person can navigate, companies such as Sears and Kmart had to file for bankruptcy, because they failed to adapt to a new environment. McKinnon states “Sears catalog business was losing up to $1 million per day. The main culprit, something every retailer can relate to, high delivery costs. Distributing a catalogue with as many as 1,500 pages was expensive especially since Sears sold low margin items.” (McKinnon,2020) In the last 15 years Sears and Kmart had to shut down more than 3,500 stores and laid off 250,000 employees (Kristensen,2020). We must learn from their mistakes; we can avoid bankruptcy by immediately switching over to e-commerce and providing our consumers a website and possibly a Radio Shack app. Having an online option for our customers would increase sales and reduce the number of RadioShack stores to create positive gains.
Graph 1. Consumers switching to online purchases, before and after COVID-19.
To continue, I noticed that there has been a high turnover rate in the management department, according to Zippia “In 2004, RadioShack was the target of a class-action lawsuit in which more than 3,300 current or former RadioShack managers alleged the company required them to work long hours without overtime pay.” We need to restructure on how we treat our staff. It is unacceptable as a company to allow dedicated managers to be unpaid for their hard work they had done, and if we do not have enough money in our budget to pay overtime then it is our responsibility to allocate funds towards that or hold mangers accountable by notifying them there will be no overtime pay during certain weeks. Farfan from Retail Industry mentioned the RadioShack mission statement says, "With its convenient and comfortable convenience stores, qualified sales staff help customers get the most from your technology products."(Farfan, 2015) Our staff are dedicated to work with customers, making sure they are well taken care of with any electronical needs, without the support of our staff, we cannot run this company.
In addition, RadioShack has financial issues and there are ways to fix the problem. RadioShack has an excessive number of stores located near each other. Blokhin from Investopedia states “there were 25 stores near Sacramento, California, located within a 25-mile radius, and seven stores within five miles around Brooklawn, New Jersey.” We need to collect data and information on which stores have the highest sells and the lowest sells, the population in the area and statistics on how far customers are willing to travel. According to Access, The National Consumer Study Summery mentioned “93.2% of consumers patronize local merchants within 20 minutes/miles from home, consumers will typically travel no more than 10 minutes from home for frequent purchases made once or more per week. Consumers are willing to travel further away from home for regular, yet less frequent purchases, but typically not greater than 20 minutes/miles from home.” Figure 2 shows a study on how far an average consumer is willing to travel for each good (Access, 2017). While we are collecting the data, the web designer would create a website and app, this would allow the company to invest less money on signing into long lease and create a profit from online purchase and RadioShack that have a high foot traffic. RadioShack has fallen behind on each newest trend, besides moving the company to e-commerce, they were also late when prepaid phone was booming. Moore said, RadioShack was behind the Prepaid phone trend, companies such as Walmart and Target easily sold prepaid phones to consumers who had low credit scores. “Commission on Prepaid are one fifth or worse than what a postpaid activation pays and below the profit margins Shack needed to maintain in their stores. Prepaid had been between 10% and 20% of the wireless channel prior to 2006.” Prepaid phones were sold the most when the economy collapse from 2006 to 2008 and it continued to increase in 2010. Radio Shack could not meet the same margins as Walmart and Target. (Moore, 2017)
Figure 2. Consumers are willing to travel for goods.
As mentioned earlier, RadioShack has an excessive number of stores, to solve this issue we would need to collect sales data, foot trafficking, and the rent amount on each location. Then we need to research the population around the location, who is the demographic? Are there other competitors close by? Where is the nearest neighborhood? Is the location in a mall or shopping plaza? After collecting the data, the company must compare each store from the greatest number of sales to the least, which location has the most population near them, the cost on rent in each location. From the information that we had gathered, we can decide which locations can stay and which ones we can close, this way the company can save some money. During the removal processes, the web designer should be working with the advertisement team on developing a website and an app for consumers to use and shop. We can take the sales data before and after the launch of the new digital system and compare them making sure we are hitting our target margins.
To improve the management problem, RadioShack should make all employees and management meet up with district management to discuss and evaluate, the team’s concerns, interest, issues, skill levels, etc. The district manager should have report on all the staff including managers then have a district meeting to discuss the information that has been gathered. The company should send out a new updated availability sheet to the team every six months, this would allow employees to change their availability if needed and lets the corporate and district managers be constantly informed, making sure the employees do not reach overtime and if overtime has been reached, ensuring we have enough money in our budget when our employees and management work overtime.
RadioShack should stop selling prepaid phone and focus on providing customers with a cheaper contract alternative phone service. These phone services are getting expensive, according to Money Saving Pro states “Americans aged 25-64, paid $114 a month on average for cell phone service in 2018.That's a staggering annual cost of $1,368 per person!” (Money Saving Pro, 2021) Chart 1. Shows a list all the phone providers including the cost of the data plan. RadioShack can gain new clients while keeping the loyal ones.
Chart 1. Phone providers with their prices and plans
With every plan there is a risk factor. This risk includes not hiring a web designer in an appropriate time, unsatisfied employees and managers with the new changes that are implemented, breaking lease with landlord leading to pay more in rent, website and app crashing due to a malfunction, finally falling behind on the leading trends.
To begin, RadioShack should release job opportunity for web/app desiners by holding a hiring event and post listing on to websites such as, Indeed, Glassdoor, Google jobs, and ect. Then the hiring manger should hold interviews, making sure the person is well knowledgable, and experienced, the questions should be: what one project you are most proud of? Tell me about a time you received harsh criticism from a client. How did you handle it? What steps do you take during your design process and how much do you involve clients? How do you incorporate current design trends into your projects? And ect. After quetioning, the hiring manger should ask the applictant for a portfolio of their work and a copy of their resume. Once we hire a web designer, we need to work closely with the designer. The app and the website should include a reward system, curbside pickup option, discounts and coupons, scan and pay, scheduling option for repairs, instore pick up, rates and reviwes. After the app and website is completed, we need find a lunch date to celebrate the completion of the app to help promote it, we can advertise it throughout social media, and layout flyers in the RadioShack store locations.
Figure 4. Smartphone with apps
Figure 3. Resumes
Limits and Exclusions
Furthermore, we have discussed our project objective, which includes the lack of an online presence, poor management, financial issues, and loss of company vision for the future. We also discussed how to fix these issues with the plan I had laid out. There are some aspects of RadioShack that we should not include to our plans, keeping the name RadioShack is best because many people are familiar with it brand, store layout is another topic that can be discussed after we make the major changes that are listed, and finally keeping other services that RadioShack offers such as customer support allows consumers to connect with employees and according to Comparably, “The company's knowledgeable sales associates and brand position, ". ""You've Got Questions, We've Got Answers,"" (Comparably, 2021)
Reviews with Customer
After we execute the Project Objective Plan for RadioShack, it is important to pay attention to Customer reviews. RadioShack needs to collect data from customers before and after the changes that were made, they can collect reviews from Google and Yelp. Adding a review section on the RadioShack website will help to reach out to unsatisfied customers, Figures 5 shows two negative reviews that was posted on Trustpilot.
Figure 5. two negative review posted on Trustpilot
With the plan I have created, I have no doubt RadioShack can rebound in terms of sales and customer satisfaction. By addressing the issues of the lack of an online presence, poor management, financial issues, and loss of company vision for the future, we to remind ourselves about our duty to the community which was “With its convenient and comfortable convenience stores, qualified sales staff help customers get the most from your technology products."(Farfan, 2015) Changes need to be made from the top of the company to the consumer level to see growth within our business. Thank you.
· 11, Rickey Allen August. “Resume Writing Tips: Optimize Your Resume.” GetFive, 11 Aug. 2020, getfive.com/blog/build-stellar-resume-getfive-way/.
· 15 Eye-Opening Online Shopping Statistics for 2020. 25 Feb. 2021, sleeknote.com/blog/online-shopping-statistics.
· Blokhin, Andriy. 5 Reasons Why RADIOSHACK Went out of Business. 12 Jan. 2021, www.investopedia.com/articles/investing/081315/5-reasons-why-radioshack-went-out-business.asp.
· Bureau, ET. “Why Mobile Apps Require Access to Your Data and Device Tools.” The Economic Times, Economic Times, 5 Aug. 2019, economictimes.indiatimes.com/small-biz/security-tech/technology/why-mobile-apps-require-access-to-your-dataand-device-tools/articleshow/52138161.cms.
· Charm, Tamara, et al. The Great Consumer Shift: Ten Charts That Show How Us Shopping Behavior Is Changing. 14 Dec. 2020, www.mckinsey.com/business-functions/marketing-and-sales/our-insights/the-great-consumer-shift-ten-charts-that-show-how-us-shopping-behavior-is-changing.
· “The Impact of Retail Proximity on Consumer Purchases.” Evelopment 800-840-0032 • AccessDevelopment.com • Proprietary & Confidential to Access Development • Copyright 2016-2017 1 National Consumer Study Summary, cdn2.hubspot.net/hubfs/263750/Access_Consumer_Spend_Study_2016.pdf.
· McKinnon, Tricia. The Downfall of SEARS, 5 Reasons Why It's Struggling to Survive. 26 Feb. 2021, www.indigo9digital.com/blog/failureofsears#:~:text=Sears'%20catalog%20business%20was%20losing,relate%20to%2C%20high%20delivery%20costs.&text=Sears%20shut%20its%20catalogue%20business,business%2C%20from%20scratch%20in%201997.
· Michael MooreFollowSr. Sales & Operations Executive | Turnarounds & Biz Development | Expansion & Brand Strategies | Product Launches | M&ALike19Comment0ShareLinkedInFacebookTwitter0, and Follow. The Real Reasons Radio Shack Failed. www.linkedin.com/pulse/real-reasons-radio-shack-failed-michael-moore.
· RadioShack Careers & Jobs. 31 Dec. 2020, www.zippia.com/radioshack-careers-60612/.
· “RadioShack Employee Has No Idea Why They're Considered Essential.” The Hard Times, 13 Apr. 2020, thehardtimes.net/culture/radioshack-employee-has-no-idea-why-theyre-considered-essential/.
· “RadioShack Is Rated ‘Poor’ with 1.8 / 5 on Trustpilot.” Trustpilot, www.trustpilot.com/review/www.radioshack.com.
· “RadioShack Mission, Vision & Values.” Comparably, 18 Nov. 2019, www.comparably.com/companies/radioshack/mission.
· The Right Way to Hold People Accountable. 9 Mar. 2016, hbr.org/2016/01/the-right-way-to-hold-people-accountable.
· rollej50. Radio Shack Mission Statement – Clear and … 1 Jan. 1970, retailindustry-us.blogspot.com/2015/02/radio-shack-mission-statement-clear-and.html#:~:text=The%20mission%20statement%20of%20the%20Radio%20Shack%20is%3A,most%20from%20your%20technology%20products.%22.
· Webber, Rob. “Average Cell Phone Bill in 2021 – Now $114 per Month!” MoneySavingPro, 14 Mar. 2021, www.moneysavingpro.com/cell-phone-plans/comparing-us-and-uk-bills/#:~:text=Americans%20aged%2025%2D64%2C%20paid,cost%20of%20%241%2C368%20per%20person!
MGTG 251-2141: Midterm 1
New Jersey City University
School of Business
MGTG 251-2141 Operations & Project Management
Professor Brianna Bilotta
March 21, 2021
MGTG 251-2141: Midterm 2
Project Scope Checklist for Folli Follie
The corporate client shall be Folli Follie, a Greek-based luxury jewelry, watch, and
accessory company. Folli Follie has several locations throughout the world. The company has
hired me to improve management practices and increase sales by 25%, starting with the WTC
Oculus store. Folli Follie’s main issue is poor management. The company knows I have
experience as a sales associate and has hired me to fix the problem. Even before the COVID
pandemic, Folli Follie was not hitting its revenue targets. The company wants to introduce a pilot
program at their flagship NYC location in the WTC Oculus. They have commissioned me to
write a new management and sales handbook. The rent at the Oculus is very expensive so sales
have to keep up to justify the expensive location. Since consumers still prefer to try on jewelry,
watches, and accessories before purchasing them, E-commerce sales are lower than in other
product categories. Therefore, Folli Follie’s retail locations are critical to the company’s
financial success. Since consumers still prefer to try on jewelry, watches, and accessories before
purchasing them, E-commerce sales are lower than in other product categories. Therefore, Folli
Follie’s retail locations are critical to the company’s financial success. If successful, the program
will be deployed at all of Folli Follie’s other locations throughout he US and the world.
Folli Follie has experienced poor management at its stores. A decade ago, the consumer
perception of Folli Follie was high. Consumers thought it had decent designs. It was a mid-level
luxury brand for the middle class. Its jewelry, watches and accessories are neither cheap nor too
expensive. Poor management, however, has affected morale in the stores, resulting in poor sales.
The current sales tactics result in below average results. Store managers are pressured to increase
MGTG 251-2141: Midterm 3
sales but are not given a clear direction on how to do this. Each store manager improvises. If this
problem of low sales is not solved within the year, Folli Follie will be forced to close many of its
most prominent stores.
At the WTC location, there are currently two part-time sales associate, two full-time
associates, and one full-time store manager. Trust and morale is low among sales associates. I
have witnessed other sales associates stealing each other’s clients. I have also observed that
management does not have true respect for the customer. Their first instinct is to pressure
customers into buying merchandise and “make the sale.” As a former sales associate at Folli
Follie, I knew that shoppers do not want to be harassed when they first enter the store. However,
a corporate manager once came in and told me to be “more aggressive” with my customers. The
corporate manager told me how women like to shop. Of course, his goal was to increase sales,
but his method was incorrect. Management also bases potential sales on appearance. They
encourage sales associates to ignore people who are dressed not as nicely. I have observed,
however, that nicer clothes and appearance does not necessarily correspond to higher purchasing
power. In many cases, people who dress “nicely” liked to try on many things, but ultimately did
not make a purchase. On the other hand, some people who dressed “not nicely” bought things
right away. Everyone one at the store, management and staff included, is unhappy with current
The typical Folli Follie sales associate has a passion for jewelry. This should be
encouraged and nurtured by management. One thing that Folli Follie does right is that it lends its
sales associates the same watches, jewelry, and accessories that they sell. This means they bring
it home with them and know the pros and cons intimately. The new sales handbook will
encourage this love of Folli Follie’s merchandise. The manual will propose a “Meet the
MGTG 251-2141: Midterm 4
Designer” series. The jewelry and watch designers will be able to take questions directly from
the sales associates. The more the sales associates know about the jewelry, they can talk with
Managers should educate their sales associates in the “science of shopping.” Sales
associates should support each other. The heart of my new manual will be changing bonus
incentives to encourage teamwork. Currently, Folli Follie uses an individual commission-based
bonus system to encourage sales representatives to generate sales. This system is broken. Instead
of encouraging teamwork and shared goals, it encourages sneaky behavior and stealing clients.
In my new sales manual, the heart will be a team-based bonus system, modeled on the Whole
Foods approach. The CEO of Whole Foods, John Mackey, writes that, teams are involved with
hiring, selection of products, and even compensation. Teams also have profit responsibilities,
based on team performance (Mackey & Sisodia, 2014). Whole Foods uses “gain-sharing,” where
a team increases productivity, everyone on the team shares in on the bonuses. The bonus is paid
in proportion to the individual’s hours worked. This aligns the individuals together in team effort
(Mackey & Sisodia, 2014). Using the Project Scope Checklist, I will propose to Folli Follie’s
management an alternative way to increase profit with my new sales manual. It will be
collaborative, comprehensive, humane, and respectful – both to the sales associates and to the
customer, our two greatest assets.
The Project Objective will be to increase retail sales in Folli Follie’s WTC Oculus
location. Sales will need to increase by 25% within a year’s time. In order to increase sales,
several approaches need to be taken, including a new incentive structure for sales associates.
Morale is low among staff and turnover is high, so we need to move quickly. Sales associates are
Folli Follie’s greatest asset and public face. Management has to understand the “science of
MGTG 251-2141: Midterm 5
shopping,” as advocated by Paco Underhill. In his book, “Why We Buy,” Underhill writes that
customers should be given breathing room when they first enter a store. A sales associate should
acknowledge them, give a friendly smile and hello, but allow the customer to wander through the
store (Underhill, 2008). Sales associates should be ready to assist in case the customer has any
questions, but not be too aggressive.
The project deliverables will consist of four items, including a new sales manual, a new
team-based compensation structure, a loyal customer and referral program, and a new hiring
process. First, the new sales manual for local store managers and sales associates will be a
guidebook and training manual. Second, the individual commission-based model of
compensation will be replaced with a new team-based compensation structure. This will promote
teamwork and shared goals. Third, a loyal customer and referral program will be rolled out.
Fourth, a new hiring process will be implemented. It will involve the existing sales associates as
part of the hiring process. The store manager and the sales associates will have to vote on new
employee candidates. The sales associates’ skillset will need to be balanced. For instance, one
sales associate may speak Spanish, while another speaks Mandarin.
There will be several milestones to track progress. The first major milestone is that the
new sales manual will need to be researched and written in a month. The WTC Oculus store
location needs to significantly increase sales, so there is not too much time. The second
milestone is that it will need to be approved by management. This process might take between
two weeks and a month. The second and third milestones are weekly team-based sales targets
and quarterly team-based sales targets. We need to measure and track our progress to know if the
team-based approach is working. The last milestone will be Christmas and New Year’s sales.
MGTG 251-2141: Midterm 6
This will be the official end of the project. By the holidays, we will know if the project is
successful or a failure.
To achieve the project objective, there are several technical requirements. A better
customer service tracking system software will need to be implemented. The tracking system
will be maintained by the sales associates under the supervision of the store manager. For
instance, sales managers will log in how long an interaction took place and what language was
used. The WTC Oculus is a major tourist destination, so people from around the world speak
many languages. Another technical requirement will be a streamlined point-of-sales. Instead of
ringing someone up at the cash register, the sales associates will be equipped with iPad and
mobile card systems. This will streamline the sales process. Third, during their down time, sales
associates will be uploading and post to the Folli Follie’s NYC social media accounts. While the
sales associates have down-time between customers, part of their responsibilities will be to post
social media about the store. New sales associate hires need to be comfortable with social media.
Through Folli Follie’s social media accounts, employees will unveil new jewelry as soon as they
come in. The goal is to show that Folli Follie is not just a big corporation, but it is local and part
of the community.
The limits and exclusions will include a deadline for the new sales manual. The scope is
clearly defined as increasing sales by 25%. The sales manual will have to be researched, written,
and distributed within a month. The reason for this urgency is because Folli Follie in-store sales
are falling. After putting together a fast-tracked schedule (Figure 1), I know that the critical parts
will be getting approval from management. Therefore, I am proposing that management gives
me complete authority once they have approved the sales manual. I need to be able to implement
the customer loyalty program, new hiring process, and new team-based bonus within nine weeks.
MGTG 251-2141: Midterm 7
My argument is that the new bonus structure and new hiring process will not require new money,
just new organization. If I need to go back for approval for every deliverable, the project will
take more than one year, and the store will close due to low sales. This is urgent.
It is important to develop a long-lasting relationship with the clients. At the point of
purchase, we will give them the option to submit their email address to be eligible for in-store
credit and other promotional events. Also, we want to hear feedback from customers. We will
develop short but informative questionnaires, asking about how their shopping experience was
and how it can be improved. Most importantly, the sales manual will emphasize that the
associates are the public face of the company. By implementing these new measures, I am
confident we can increase employee happiness and profit at the same time.
MGTG 251-2141: Midterm 8
Underhill, Paco. Why We Buy: The Science of Shopping–Updated and Revised for the Internet,
the Global Consumer, and Beyond. Simon & Schuster, 2008.
Mackey, J., & Sisodia, R. (2014). Conscious Capitalism: Liberating the Heroic Spirit of
Business. N.p.: Harvard Business Review Press.
Tatiana Gonsalves Operations & Project Management Midterm
Victoria's Secret was born at the peak of women's sexual revolution. It all started in 1977
when founder Ray Raymond wanted to buy his wife sexy lingerie but didn’t feel comfortable
walking into a store to do so. He then had the idea to create a store for men where they could
freely walk in and experience shopping for sexy underwear for any women in their lives.
Although the lingerie was made for women their target audience was men which almost caused
the first brink of bankruptcy. With the help of CEO Leslie Wexner, they revamped their approach
and largely contributed to what Victoria’s Secret is today: one of the most known brands for
glitz, glam, and sexy intimate apparel. However, history seems to be repeating itself; Victoria’s
Secret is still failing, and for a lot of the same reasons that originally dated back to the 1970s.
Hundreds of Victoria’s Secret stores have been permanently closed and that number only seems
to be growing. Without change, VS is estimated to become another Blockbuster situation; a once
popular brand that is no
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