Mungo and Maud Team Structure and Performance - Coursework Example

Pet House Table of Contents Introduction 3 2. Mungo and Maud Team Structure and Performance 3 2 Vision 3 2.2. Mission 4 2.3. Team Structure 4 2.4. New Product Development (NPD) 6 2.5. Improvement Based on Feedback 6 3. Case Study 7 4. Comparative Analysis 8 4.1. Team Structure and Performance 8 4.2. The NPD Process 8 4.3 Creativity 12 4.4 Strategies 14 5. Benchmark and Comparison 15 6. Conclusion 16 7. Recommendation 17 8. References 18 9. Bibliography 22 1. Introduction Mungo and Maud, a branded dog and cat Outfitter was established in the year 2005, in UK. Mr. and Mrs. Sacher are the founders of the company, which came into being following their business concept of opening a dog and cat store. The first store of Michael and Nicola Sacher opened in Elizabeth Street, London near the Sloane Square. The primary emphasis of the business, since then, has been towards providing stylish, designer and high quality pet products and accessories such as wool blanket, dog bags, collars and miniature. Furthermore, Mungo and Maud products include clothing, bags, books, blankets and other stuffs that can be used by humans (Mungo & Maud Cat & Dog Outfitter, n.d.). This report aims at conducting an analysis of Mungo and Maud with respect to its mission, vision and team structure, along with other factors that may impose considerable effects on its adopted process of New Product Development (NPD). The report also presents a reflection upon the structure, performance, innovation and creativity of Mungo and Maud during the process of NPD with due significance towards the benchmarking techniques used by the company. 2. Mungo and Maud Team Structure and Performance 2.1. Vision Vision is a statement about what or how a team would like the things to be. It can be regarded as a brief picture of future possibilities and attainments that the team shall be striving to create in due course of time (Grusenmeyer, 2014). Correspondingly, the vision considered developing the NPD process of Mungo and Maud, and accordingly for the team will be concentrated on preserving the uniqueness of the company and its brand image among the worldwide customers that are suitable for the pets’ comfort. Hence, three key elements will be considered as important in the vision of the team, i.e. uniqueness, quality and availability. 2.2. Mission A mission statement, in general, can be defined as the strategic direction to achieve the determined goals with proper usage of the available resources, in combination with the pre-defined vision of the team and the organisation (Grusenmeyer, 2014). Accordingly, in the context of Mungo and Maud, the mission of the team will be to ensure that the customers are served with superior quality of products, which are diversified in various market segments and product lines including human clothing and stationeries, pet products and gift items for humans and pets. Moreover, the team will also strive to offer its products in a quality assured by reasonable price to satisfy customer affordability. 2.3. Team Structure Team structure is referred as the group of professionals with various complementary abilities and skills, which enables capitalization on the basis of the strengths, minimizing the weakness of the entire organisation. It is in this context that organizational structure based on team helps to obstruct mismanagement, improve relationship, increase productivity and balance (Nancarrow & et. al., 2013). To be noted in this regard, the organisation that we, as a team have chosen to benchmark is Mungo & Maud, which is currently engaged in dealing in dog and cat products, founded in the year 2005 in London. 2.4. New Product Development (NPD) NPD is commonly referred as an innovative method that is important in order to obtain a superior degree of competitive advantages, with greater emphasis on the factors of quality, speed of response, customisation facilities, variety and frequency (Bessant & Francis, 2007). In context of this particular NPD program, the team will strive to preserve the efficiency with which the organisation has been functioning till date, as considered by Michael and Nicola Sacher to be their top most priority, i.e. to build stylish and comfortably designed superior quality accessories for pets and their masters to satisfy the needs of their contemporary lifestyle. 2.5. Improvement Based on Feedback Improvement based on the feedback is necessary to gain efficiency in quality management, aimed at satisfying the consumers’ demands and taking approaches towards the succession of the organisation for a longer time (Lotich, 2013). It is based on the same mechanism, that is, through the obtainment of customer feedbacks that Mungo and Maud has delivered due significance to the preferences and comfort needs of the customers when service them with the wide variety of products. To be noted n this context, to obtain feedbacks from the customers, the organisation and the team will be using various media channels that will also ensure their wider reach among a larger proportion of customers not only within the European Union but also in other parts of the world. 3. Case Study To begin with as a team, in this section, the reasons behind choosing Mungo and Maud for this comparative case study will be elaborated. In particular, with regards to the need for benchmarking has been concentrated on the comparison of the dynamics, structures and cultures of the chosen group with that of the particular organisation. With this objective, the team has been focused on researching different sources designed and stated in the Design council and Times 100 databases at the initial stage of the NPD planning. Correspondingly, the benchmarking was focused on the way the organization cultivates and manages innovation rather than merely focusing on organization with the innovative product. It was accordingly observed that Mungo and Maud not only managed innovation techniques effectively, but also made innovative products as per the requirements of its customers preserving the inherent combination of colour with effective natural materials. Therefore, selecting Mungo and Maud, the team also concentrated on making innovative products to enhance and simplify the pet’s needs, satisfying the ever-changing lifestyle demands of the contemporary society. Various articles, reports and journals based on the operations of Mungo and Maud along with the relevant industry was considered as secondary sources of information by the team. This helped in identifying the degree of commitment of the organisation towards innovation in the NPD process along with the challenges they are facing in due course. On the basis of all these findings, it was correspondingly observed that Mungo and Maud could be regarded as the perfect case study suitable for the team project in order to benchmark, as they are more conscious towards innovative products, which suits of dogs and cats aimed at balancing the quality and quantity related objectives. 4. Comparative Analysis 4.1. Team Structure and Performance Team structure is an important concept in the process of NPD as it consist the sum of knowledge and efficiency of each individual, making the process more efficient and rewarding. According to Stewart & Barrick (2000), top organisations around the world have been observed to use the concept of self-managing teams to obtain their ultimate target of quality enhancement and sustainability on a consistent basis. It is in this context that with the team directly involved in the production process of the organisation was able to add on to the efficiency level of the team that further assisted in the overall improvement of the performance and work satisfaction of the team members (Stewart & Barrick, 2000). Accordingly, the behaviour and the culture of an organisation play an important role in encouraging the employees to look beyond their current state. It was based on this particular concern that the team emphasised extensive research and development, keeping the ever-changing demand in view. Accordingly, the products were created with respect to understanding requirements and various senses of combining colours (FuzzYard, 2013). 4.2. The NPD Process In order to have the comparative analysis of Mungo and Maud’s NPD process, a team was formed at the initial stage, followed by the analysis of the typical NPD process. As a group, it was also considered that this was the most effective way to encourage creative thinking, wherein exchange of idea and information was possible at a wider context. Team NPD Process Trend Analysis In the first step of the process, the different micro and macroeconomic components were identified based on social, economic and technology trends. This helped in understanding the overall consumer behaviour and demand prospects in the industry to further facilitate accuracy in the NPD process. Key Driving Trend Key driving trend was emphasised towards identifying the various key factors of consumer behaviour in correspondence to growing use of animal domestication within the targeted market context. Target consumer and demography The target group of customers for the products served by Mungo and Maud comprises of high-income group pet owners. In this context, segmenting the market on the basis of age or other demographic characteristics would have been inappropriate as the products being served is to suffice the luxury demanded by the customers of the contemporary era. Target consumer buying behaviour The targeted consumer segment was observed to be inclined towards luxurious lifestyle choices, which influenced them to invest greater amounts on the comfort of their pets. This group of target customers are observed to have considerable purchase power to afford the products being served by Mungo and Maud Risk assessment Risk assessment is a systematic way of analysing and evaluating the potential risk factors persisting in the external and internal environments of an organisation, influencing its operations during the NPD process. Contextually, the team was also focused on effective risk assessment to avoid any kind of discrepancy following the planned NPD process. Concept and product In the final stage, focus is delivered by the team on analysing the opportunities and threats concerning the market potentialities of products and accessories, emphasising the accuracy of the NPD process. Mungo and Maud NPD process Brainstorming Mungo and Maud NPD process begins with the process of brainstorming, where an idea is generated regarding the requirements and solutions for consumers’ needs. Market Research Extensive market research is performed by the company, to identify a systematic way of collecting and interpreting information about the industry trends and consumer behaviour, in order to ensure accuracy in the decision making (Esomer World Research, 2014). It is in this context that in order to maintain efficiency in its product designing, Mungo and Maud has been taking considerable advantages from market research, as it helps in identifying opportunities, which resulted from brainstorming. Prototype and Pre Testing In the following stage, Mungo and Maud proceed with the development of a prototype and emphasises measuring the responses concerning the potentiality of profitability and growth. Production Once the prototype is successfully launched, following the pretesting, Mungo and Maud focuses on designing their final product using superior quality cottons with focusing on natural materials to ensure its differentiation (White, 2012). Distribution and Marketing Distribution and marketing is identified as the final stage of the NPD process followed by Mungo and Maud when launching the final product for consumption using various distribution channels, which mainly include mass media advertisement, through their websites and stores. Comparative Analysis of the NPD Process Mungo and Maud, as can be observed from the above-discussion, began their NPD process focusing on continuous creativity and innovation to differentiate its product line in the market, and thereafter, deciding upon strategies concentrated on their brand management. Whereas, the NPD process adopted by the team begins by analysing the general environment, wherein the scope of Mungo and Maud is considered with comparatively limited significance, as it focuses on particular class of individuals or families having domestic animal(s). 4.3 Creativity The term ‘creativity’, is defined as generation of innovative ideas, possibilities or alternatives, which can lead to solve problems related to a particular subject matter, communicating the same to other team members (Franken, 2006). In simple words, it can be asserted that creativity is the process of producing something, which is useful and original as well as suitable to suffice the organisational objectives (Amabile, 1996). The concept, based on which the business model of Mungo and Maud has been operating, can be differentiated as quite innovative and creative owing to the unique strategy taken by the organisation targeting pets and their owners in particular. Major reflection of its creativity can be witnessed in its product designing, as its aims at using natural materials in order to provide a natural look and feeling to the users (Kebble, 2014). Reviewing the success story behind the Mungo and Maud, it can be revealed that earlier the products were outsourced, which was affecting the creativity of the organisation largely. Later, the company began focusing on in-house production of the goods, which in turn enriched creativity in the overall NPD process (White, 2013). It has been found from the various research and quantitative studies that the organisation has been giving great importance to creativity through various innovative ideas for the successful implementation of its NPD (Burroughs, & et. al., 2011). 4.4 Strategies Business strategies are considered as highly essential when implementing the NPD in order to achieve the desired outputs targeted through an effective NPD process. Correspondingly, as observed from the above discussion, the strategies adopted for the product development emphasise creativity concerns in order to achieve competitive advantages. Besides creativity, innovation is also identified as another major approach based on which the NPD strategies of the company have been designed. Accordingly, Mungo and Maud has been focused on preserving its creativity attributes. Mungo and Maud operates on the basis of a strong organisational structure based on various cultural aspects. Contextually, similar ideologies and beliefs were followed by the people in the organisation wherein its strong culture has been assisting the company in generating new ideas and innovative strategies to ensure the ultimate success of the brand. It was based on these specifications and features that the team structure of the Pet house designed by the team was set as informal in nature (Rumelt, 2011; Kornberger, 2011). According to Ogidi & Adekitan (2013), it is stated that structure of an organisation plays a vital role to ensure managerial efficiency. It is accordingly observed that without proper organisational structure, any business shall have to witness failure to perform efficiently as well as function accordingly. The organisation is either mechanistic in nature or organic depending upon the environment and the efficiency of the operations. This implies that companies with a mechanistic structure are more functional in nature as compared to those following the organic structure. Similarly, the organisations with organic structure are considered as more creative in nature. In this context, it is evaluated from the comparison that the team will be following the organic approach and be more creative in nature. However, in their current operations, Mungo and Maud can be observed to follow the combination of both these structures, adding to their efficiency but accordingly increasing managerial complexities (Dawson & Andriopoulos, 2014). From the strategic point of view, it can be observed that Mungo and Maud follows the process of innovation in its NPD process, by implementing various strategies. For instance, Mungo and Maud, for better effectiveness, has implemented the market driven innovative strategy along with R&D intensive strategy. The strategy is used by Mungo and Maud to understand the needs of the customers and their requirements (Desouza & et. al., 2008). The NPD process used by the company is accordingly based upon the requirements of the customers by evaluating their needs in a systematic manner with the help of market driven strategy. It was correspondingly observed that the strategy is effective as it takes into consideration the “consumer’s voice” from the commencement in order to recognize the consumers’ needs, desires and the changing trends of the industry. Moreover, the R&D strategy assists the business organisation to understand the specific needs of the customers, so that new incremental products are introduced in the market successfully (Pisano, 2012; Wankerl & et. al., n.d.). 5. Benchmark and Comparison Mungo and Maud is principally focused on extensive innovation as per the needs of the customer. The company prioritizes innovation but lacks in valuing technology, as the products created are majorly based on the daily requirements of the people. The company however has realised that its key strength is associated with its employees who pursue researches in order to implement strategies, as per the need of the market and the customers. The company is also highly innovative in nature, keeping in view their product development. The benchmarking criteria of Mungo and Maud are also based on the performance metrics focusing the use of Six Sigma. This implies that the company continuously monitors the products and its quality so that the needs of the consumers are met accordingly. The technique is used by the company so that regular innovation can be programmed at a rapid pace by analysing the market demands (iSixSigma, 2014; Ketch Consulting, n.d.). In this respect, our team will also focus on innovation and creativity for regular product development. The main objective in this context will be to meet the quality and quantity aspects, as per the changing needs and trends. Diversity will be maintained by the team regarding the pet house and the new products. The team will also follow the performance metric for Mungo and Maud for better effectiveness in the business on a continuous basis (Courtney & et. al., 1997). 6. Conclusion Mungo and Maud is a well-known brand today, which came up with the innovative idea of dog and cats accessories focused on an otherwise, narrowed market segment. The products developed by the company are crafted aesthetically with creative designs to attract the customers and increase the base of its market share. The company is known for its successful management of creativity and innovation. The company is also used by the team as a benchmark in order to evaluate the capability and capacity of the business. It is thus evident from the company analysis that innovation in the products is the key to success. Conclusively, it can be mentioned that Mungo and Maud is one of those companies, which act as a perfect example of innovation, creativity and functionality for a strong existence in the market. Therefore, our team needs to follow the company for a better understanding of the market and the customer needs. 7. Recommendation The success of the business depends largely upon its strategies and structural facets. The team, in order to be effective in the market, therefore needs to analyse the needs and requirements of the customers in the target market segment. The team also needs to implement proper market driven strategies and innovative ideas to increase its competitiveness in the environment. The new products thus must be developed on regular intervals with quality and high usefulness for the customers. 8. References Amabile, T. 1996. Creativity in Context: Update to the Social Psychology of Creativity. Westview Press Publication. Burroughs, J. E. & et. al., 2011. Facilitating And Rewarding Creativity During New Product Development. American Marketing Association, Vol. 75, No.4, pp. 53-67. Bessant, J. & Francis, D. 2007. Implementing The New Product Development Process. Technovation, Vol. 17, No. 4, pp. 189-197. Courtney, H.G. & et. al., 1997. Strategy Under Uncertainty. Harvard Business Review, pp. 1-10. Dawson, P. & Andriopoulos, C., 2014. Managing Change, Creativity and Innovation. Sage. Desouza, K.C. & et. al., 2008. Customer-Driven Innovation. Industrial Research Institute, pp. 35-44. Esomer World Research, 2014. Market Research Explained. Knowledge and Standards [Online] Available at: http://www.esomar.org/knowledge-and-standards/market-research-explained.php [Accessed July 04, 2014]. Franken, R. 2006. Human Motivation. Wadsworth Incorporated Fulfillment Publications. FuzzYard, 2013. Behind The Brand: Mungo & Maud. Behind The Brand [Online] Available at: http://prettyfluffy.com/trends-shopping/behind-the-brand/behind-the-brand-mungo-maud [Accessed July 04, 2014]. Grusenmeyer, D. 2014. Mission, Vision, Values & Goals. Introduction [Online] Available at: https://www.msu.edu/~steind/estate%20Goals%20Mission%20Values%20Overview_ProDairy%2017pg.pdf [Accessed July 04, 2014]. iSixSigma, 2014. What Is Six Sigma? Six Sigma. [Online] Available at: http://www.isixsigma.com/new-to-six-sigma/getting-started/what-six-sigma/ [Accessed July 04, 2014]. Ketch Consulting, No Date. Introduction to Six Sigma. Documents. [Online] Available at: http://www.ketch.ca/documents/KetchIntrotoSixSigma.pdf [Accessed July 04, 2014]. Kornberger, M., 2011. Strategy: Theory and Practice. Sage. Kebble, M. 2014. Kelly Rutherford Launches Dog Jewellery. The Resident [Online] Available at: http://www.theresident.co.uk/london-culture-events/local-people/kelly-rutherford-launches-dog-jewellery/ [Accessed July 04, 2014]. Lotich, P. 2013. 12 Steps to Implementing a Quality Management System. [Online] Available at: http://thethrivingsmallbusiness.com/12-steps-to-implementing-a-quality-management-system/ [Accessed July 04, 2014]. Mungo and Maud Cat & Dog Outfitter, No Date. About Us. [Online] Available at: http://www.mungoandmaud.com/about-us/ [Accessed July 04, 2014]. Nancarrow, S.A. & et. al., 2013. Ten Principles Of Good Interdisciplinary Team Work. Human Resources for Health, Vol. 11, No. 19, pp. 1478-4491. Ogidi, A.E. & Adekitan, R., 2013. Structural Dimensions And Functions Of Structure Influencing Agribusiness Enterprises: Mechanistic Vs Organic Systems Approach. IOSR Journal of Business and Management, Vol. 6, Iss. 6, pp. 1-8. Pisano, G.P., 2012. Creating an R&D Strategy. Harvard Business School, pp. 1-9. Rumelt, R., 2011. Good Strategy/Bad Strategy: The Difference And Why It Matters. Profile Books. Wankerl, A. & et. al., No Date. Market-Driven Innovation. Business of Science and Technology Initiative, pp. 1-16. White, S. 2012. News: Mungo and Maud Open New Boutique in Notting Hill. Report [Online] Available at: http://www.styletails.com/2012/11/22/launch-mungo-maud-lands-in-notting-hill/ [Accessed July 04, 2014]. White, S. 2013. Designer Profile: Mungo & Maud. Report [Online] Available at: http://www.styletails.com/2013/11/14/designer-profile-mungo-maud/ [Accessed July 04, 2014]. 9. Bibliography Annacchino, M. A. 2003. New Product Development: From Initial Idea to Product Management. Butterworth-Heinemann Publication. Boone, L. & Kurtz, D. 2013. Contemporary Marketing. Cengage Learning Publication. Kandula, S. R. 2006. Performance Management: Strategies, Interventions, Drivers. PHI Learning Pvt. Ltd. Publication. Mollon, O. A. 2011. Mungo & Maud. Fashion Shopping. [Online] Available at: http://www.westlondonliving.co.uk/fashion-shopping/what-I-know-about-style/mungo-maud/ [Accessed July 04, 2014]. Mungo and Maud Cat & Dog Outfitter, No Date. Mungo & Maud. Cats. [Online] Available at: http://www.mungoandmaud.com/Cats/ [Accessed July 04, 2014]. Mungo and Maud Cat & Dog Outfitter, No Date. Mungo & Maud. Dogs. [Online] Available at: http://www.mungoandmaud.com/Dogs/ [Accessed July 04, 2014]. Mungo and Maud Cat & Dog Outfitter, No Date. Mungo & Maud. Humans [Online] Available at: http://www.mungoandmaud.com/Humans/ [Accessed July 04, 2014]. Read More