1a. Build the Management-Research Question Hierarchy, through the investigative questions stage.
1b. Then compare your list with the measurement questions asked. The focus of my questions seem to have been how the Country Club can diversify itself away from a focus on golf and draw in more customers based upon these diverse types of activities. My view was based on articles heralding the demise of golfing and the traditional country club and the need for these clubs to diverse their offerings to survive (Howe, 2010; Schwan, 2014). This recent “crisis” is completely inverse to the predictions of many researchers and industry experts from the early 2000s (York, 2002). Recent studies show a drastic decline in both waiting list
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The first being that both the actual survey and I felt there was a need to probe the dining styles that would be preferential for those who will use the clubs facilities. In different ways, we both wanted to discover whether the customers would prefer a more formal type of dining or one that is more casual. Another similarity is the type of additional facilities we were proposing; such as a swimming pool, tennis courts, fitness facility, and spa. The last similarity is a determination of whether customers perceived the club as having a sufficient dining capacity. The question asked focuses on expanding the current facilities whereas my question were targeting whether new facilities should be built. This similarity itself exemplifies the major methodology difference mentioned in the first paragraph; I want to diversify the facilities and McMahon wants to improve the current …show more content…
The only gold related item that I included was the ability to use more technology to make the golfing experience better. Mainly my questions focused on how to set the club apart by offering a variety of shopping, specialty food (ice cream, pretzels, etc), and special food experience such as a winery or craft beer pub. Both wineries and craft beer breweries seem to be on the rise in our country as Americans seek an experience with their food and our focusing on more locally sourced food or drink (Thron, 2014; Wines & Vines, 2012). Lastly, I thought that making the club a location for all type of sports or exercise related activities (exercise classes, indoor track, etc.) would draw in those members who may not be interest in golf but in many other types of sports or
a: Compare and contrast the CSR efforts of three of Timberland's competitors. How do they compare to and/or differ from Timberland's efforts?
At the dawn of the Twentieth century, cities, like Dayton, had factories being erected almost every day. The Industrialism period brought many people to cities looking for jobs. As cities became crowded and people overworked, a movement began to spend more time outside enjoying nature and all it has to offer. This created an opportunity that Charles W. Shaeffer saw, and jumped on (Dalton 11). He gave way for the idea of a club for those to spend time together, outdoors, to be involved with one another and to bring the community together as one.
Mr. Callaway had once stated, “ We feel we have been extremely fortunate in our success as a company so much so that we would like to give something back to the community that helped make us so successful.” Therefore in 1993, they have donated $1 million. They were established with the mission to improve the community where Callaway Golf employees work and live. This was the same year that has signed an amateur golfer at the time, Annika Sorenstam, as a staff professional.
The first part of this assessment task requires you to develop a brief for the Manager that summarizes member feedback, as well as identifies the research that you will conduct. Your assessor will provide you with the feedback register.
[Accessed: 20 Feb 2014]. Appendix Interview questions How long have you been a manager at this business for? Do you have a degree in management or a qualification in it? Have you received any managerial training in this job or a previous job? How long did it take you to become a manager?
...t cheaper, lowering club prices and course prices would draw more people to the course and the game, while still allowing for the beautiful views, new equipment, and great ambiance. Yet, golf is also more appealing like everything, when it is relatable to other things, and in my eyes, it is the most relatable to life, more than any other thing. So the next time you go to pick up a new thing to do, don’t leave golf out of the question. Instead jump right into the fun, and realize maybe chasing a little white ball around isn’t so bad after all.
After a long day in school and studying, every student needs a night off to just relax and enjoy a meal at a restaurant. In this modern time, some aspects of a restaurant can be the deciding choice. Many choose their restaurant of choice based on either those they are with, their personal, cultural appetite, their routine eating habits or their mood. Some of these preferences are similar yet others are the deciding differences. Two common franchise restaurants that pose differences are Applebee’s and Olive Garden. These two restaurants present their differences in environmental and food options causing a choice between them.
“Titleist 's mission is to serve the needs of the dedicated and recreational golfer with value added products and services that have a competitive advantage worldwide” (T. (2016).
What is the relationship between management and mission, resources, the system process, and structure? Which of these internal factors are ends, and which are means?
Fourth problem- Demographic data on the two stores, Cotati, and Santa Rosa are closely related. A decision needs to be made on which store to purchase, or to purchase both stores. Can Oliver Market make a profit with these stores is the question. Also Steve and Tom need to think about their competitor best and weak strategy and who are entering in the demographic markets as well as which rivals are strong candidates to expand their product offering and enter new product segments where they do not currently have a presence.
Our team has been instructed to help advise on a business case involving a restaurant, The Mongolian Grill. It’s owner, John Butkus, is contemplating renovations, in hopes of adding capacity and increasing revenue. There are several scenarios that are available to him. One option is to add an extra food bar. The second option is to move the location of the cooking area. He can also implement both options, if he so chooses. Our team has done the appropriate financial calculations, as well as qualitative considerations.
There are small questions as well as big questions a manager must ask him or herself about the organization he or she is running. An example of a big question is should we advertise locally or nationally? How much attention and business could we garner from the local market? Will it be enough or will we have to advertise abroad? A good example of a small question is if he or she is managing a restraunt, what kind of items should we have on the menu? How often should we change them? You don't want to change the menu too drastically and lose your customers yet you don't want to bore them either.
First you need to identify the organization’s internal and external resources, organization’s strengths and weaknesses as compared to its competitors and the opportunities it has for better utilization of resources.
The key value of a club membership lies in its solidarity, sociability and group experiences. The programs should be effective enough to offer all these things without fail. And if the club fails to offer all this, then there is no mean of its existence. So, being a franchise holder, it’s very essential for you to understand what customers are expecting and fulfill their expectations as much as possible. Your responsibility is to make them understand that being a club member is not all about working out in a gym daily, rather it is much more than that.
3. Analysis of the current organization and reporting structure by evaluating its strengths and weaknesses.