Southern Garden Center Performance - Assignment Example

1500 Management Professer Question The low price of southern Garden products The southern Garden center deals with a diverse market target. The market attained can enable them price efficiently and still attract a large number of consumers and customers. The sales division section with its wide array of products favors both households and professions. The professions who buy products in bulk enable the center to adopt low pricing strategies. The fact that the company deals with a large number of products such as; gardening equipments and subsequent tools attract a farming population as customers. The customers, who tend to have, all products under one roof saving their time of movement from one centre to another. This proves another advantage enabling the centre to maintain lower prices (Davidson, 500, 2004). The Cafeteria; the Garden Centre is convenient to customers; as a delayed visit in the centre does not occur to them s a worry. The foodstuffs at Garden centre appear to be light meals and beverages. The operation of garden center requires lower labor costs as the customer experience self service. The garden enjoys the advantage of tremendous turn over due to their various products like Christmas cards, Christmas trees, food stuffs amongst other products. The garden enjoys low operational costs due to their strategic business idea. The customers enjoy freedom of choice and selection of the products they need for their uses. The customers of garden centre experience easy and quick shopping; as they have all the farm products at their disposal. The customers enjoy excellent organization due to removal of service. The centre tends to enjoy high margins of profits associated with their dealings with suppliers which eliminate the costs of middle men. Hire branch proves convenient for customers who rarely use the products as they can access the land grass scarifies, lawn aerators and motivators at a relatively lower price that purchase, but still achieve the same purpose (Davidson, 598, 2004). Quality-High performance design The Garden center enjoys the advantages of quality services as they have concentrated their products to the garden wealth. The division in southern Garden centre enables the divisions to handle the products exclusively. This feature makes the specialized worker become quicker at producing a certain product, for example, the cafeterias section employees produce the food stuff that are quality since they have improved skill at the job. The employees receive a higher pay for specialized job. The producing expense reduces as the goods are produced in bulk. The level of production rises since the customer pool increases as they deal with an array of products. The garden adopts a situation in which each worker specialized in their area of specialization improving on their level of expertise (Davidson, 490, 2004). Levels- fast delivery times The southern Garden enjoys fast delivery times as the as all the products needed in gardening from gardening consumables are available in one shop and moreover on e department. The centre deals with both households and professionals products which give the customers value for their money. According to Davidson (444, 2004), the cafeteria enables customers to snack as while hoping which conveniences them in terms of price and products. The Hire branch enables the customers rent products that they rarely use which adds them value for their money instead of the full purchase. Consistent quality The quality of products found at the southern Garden centre tends to be quality consistence due to their level of specialization both in the division sections and the products dealing. According to Davidson, (598, 2004).Chances that the products from the centre are high quality are high, and one can never go wrong with their products. Reliability on time delivery Davidson (612, 2004) asserts that, the delivery services of Southern Garden Centre, tends to be effective that is the reason why they serve a market of a third; the rest of the competitors share the remaining value equally. The centre stocks almost all the necessary products to save their clients time and hence proves reliable. Flexibility of their products The products of southern Garden centre tend to be flexible as they alter their products features with slight on no change at all in prices. The sales division of the organization sales products from production of the gardens to the products of the gardens such as potted plants cut flowers, and also sells floral tributes. The centre ensures a constant supply of seasonal goods (Davidson, 618, 2004). Volume flexibility The amount of products sold to the customers attending the southern Garden centre differs as they have an array of customers. The customers with bulk needs, and customers with small needs; such customers frequent the hire and the sales department for their needs. The customers are professional customers who consume bulk and the household customers who consume products in units (Davidson, 624, 2004). Question 2 The garden centre applies strategic planning in deciding the amount of people or resources needed in the organization. For the human resource needs, the Garden Centre first needs to evaluate the human resource planning requirements. Bowen (104, 2004) asserts that; the needs are prompted by the changing needs of the environment both internally and externally. Internally businesses experience turnovers rates and retirements needs. Externally, Garden center experiences technology economic changes, changes in consumer demands and the need for skills which may not be internally available. The Garden needs to be keen on these aspects if they seek to remain relevant and prosperous in the market. When planning for the human resource needs: Firstly, the Garden needs to have perfect knowledge on the expected demands based on their future business plans and the supply of staff both internally and externally to take the business to the next level. Secondly, the garden needs to understand their human resource aim; this affects whether the applicants will be promoted within Garden Centre or employed from outside Garden Centre. The Garden needs to decide if the employees will be outsourced or undertaken by employees in the centre. The garden plans and implements programs; aligned with the company’s goals. The programs target the satisfaction of employees needs and focuses on the Gardens ability to retain staff, training them to meet the present and prospect needs of the garden. The fourth part of the process involves monitoring and evaluation of the effectiveness of the plan and alterations made as they appear. Through the process, the Garden is sure to achieve maximization of the assets and will surely reap exclusive benefits of effective planning (Mintzberg, 212, 2004). Question 3 The material management system deals with matters including, but not limited to planning, organizing and controlling the direction of materials from the point of purchase through the organizational work schedule to the point of service via distribution. Garden centre should classify and manage their materials via the right quantity of supplies; the right quality acquired, the time the products especially the gardening consumables like the; fertilizers, weed killers, peat based compost, seeds, early stage flowers and shrubs, patio and path materials to ensure the products are sold in the right form and quality. The right place this involves features such as the temperature and humidity, and the right costs, the cost at which the Garden Centre will ensure profits and the cost that will favor their clients’ needs (Chan, 102, 2004). Material management technique includes material purchases are made at the most inexpensive method possible. The technique also ensures that the qualities of the materials are of value. The delivery time should be punctual and reliable deliveries. The distribution of procured items should start immediately to avoid cases of under work or even over work. The record management should make maximum use of the scientific purchasing measures ensure accuracy (Sharma, 210, 2010) Question 4 The techniques that the garden centre should use to manage customer perception are: customer evaluation where marketers constantly seek to know the needs and wants of customers. The customer feedback method; where customers are given the email address or even telephone numbers to give their views of the products. The line also allows the customers express their feelings on what strategies the company should adopt to allow the Garden Centre serve its customers well. The customers can also state what they hate or like about the products of Garden Centre. Questionnaire methods can also be made so as the customers can fill after receiving the services to enable Garden Centre improve on their services and products. The techniques help the Garden Centre adopt practices that suit their clients (Hayes, & Dredge, 213, 2008). Garden centre needs to attain a competitive edge, and improve their new growth in the market by increasing the amount of capital set aside. This serves as an enabler for enough market research; concerning the garden products available in the market. The Garden constantly advertising their products will ensure the members of the public get to know about the organization and products on sale. The benefits should attract the workforce; accrued from working with Garden Centre such as insurance, medical cover, retirement benefits, attractive remuneration package among other benefits. The employees in the organization; constantly engage in training that will enable them have the latest skills in line with the changing environment (Sharma, 312, 2010). References Bowen, H. K. (2004). The Perpetual enterprise machine seven keys to corporate renewal through successful product and process development. New York, Oxford University Davidson, J. H., Keegan, W. J., & Brill, E. A. (2004). Offensive marketing an action guide to gaining competitive advantage. Amsterdam, Elsevier Butterworth-Heinemann. Hayes, J., & Dredge, F. (2008). Managing customer service. Aldershot, Hampshire, England, Gower. Mintzberg, H. (`2004). The rise and fall of strategic planning: reconceiving roles for planning, plans, planners. New York, Free Press. Press. Chan, F. (2004). Logistics and supply chain management with artificial intelligence techniques. Bradford, England, Emerald Group Pub. Sharma, V. L. (2010). Production management. Jaipur, India, ABD Publishers. Read More