Managing Risk while Purchasing and Rebranding the Hurleys Cafe - Case Study Example

The paper “Managing Risk while Purchasing and Rebranding the Hurley’s Café” is a meaningful example of the management case study. The case is about opening a new branch of the cafes owned MacVille Pvt. Ltd by purchasing and rebranding Hurley’s cafe which is located in Toowoomba. The case study focuses on scopes of risk in this venture and ways to mitigate the existing risks. The initial information involves the engagement of one of the assistant managers to visit the site and evaluate various risks.

The manager was told by the CEO of the company that the company has access to operations of the store as well as all the existing staff of the company will be retained on probation for three months.ScopeIt is important to evaluate the existing risk for understanding the scope of risk management. It was found out by the manager that the traveling distance is very high between Brisbane and Toowoomba and it took about two traveling hours. It was observed that delivery of fresh food from the company’s central bakery will not be feasible in the morning rush.

This may prove disadvantageous because pastries are a key part of the company’s assortment. It was further found out that the roads are narrow and steep with occasional blockage by trucks. Additionally, the visibility is very less post daylight hours making it unsafe for traveling in the evening and night. The main problem in this regard is that managers require frequent traveling to Brisbane for weekly meetings. Therefore, traveling risk can be recognized in this context.Besides traveling issues, it was ascertained that the cafe was earlier managed by the Hurley family and consequently there was no restriction on any family member regarding access to the cash counter.

The cafe did not have any written policy either regarding workplace practices. The other risks that were recognized in the cafe were security issues and problems with water management. Overall, the problems that were recognized in the case include mismanagement in the context of internal control, data and cash handling, workplace resource wastage, absence of professional culture, monitoring, and employee supervision.