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  • Managing Change and Innovation Innovation Report Final Assignment Logan Stodart W156423291

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    Blood Brother+ - Company Structure

    Innovation Plan

    University of Westminster

    MA Fashion Business Management

    Managing Change and Innovation 2015-2016

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    TABLE OF CONTENTS

    EXECUTIVE SUMMARY - 3 - COMPANY STRUCTURE - 5 - CURRENT STRUCTURE - 5 - 24 EMPLOYEE STRUCTURE - 6 - 36 EMPLOYEE STRUCTURE - 9 - RISK MANAGEMENT - 12 - 24 EMPLOYEES RISKS - 12 - 36 EMPLOYEES RISKS - 13 - HOW CHANGES DRIVE BLOOD BROTHER FORWARD - 15 - CONCLUSIONS - 17 - REFERENCES - 18 -

    Words 3,519

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    Executive Summary As new brands enter the ever growing fashion industry and succeed in their chosen market, their need to grow as an operation becomes more and more pressing to succeed and fulfil their customers needs (Randle, 2012). However, this growth comes at a cost to the company as the operating costs involved put strain on the company as well as the current employees may not feel the need as much as the directors do (Randle, 2012; Marlow et al., 1997). This means that the company now has the need to grow as well as mitigate and manage the current risks involved with this growth. Blood Brother, an urban contemporary mens street wear brand, based in London has now grown to the point where they feel to add additional employees to their current employment structure. The following paper discusses the potential to add additional employees up to 24 and then up to 36 and the risks that will come with this change and how to mitigate them. These employees will range from directors assistants to technical e-commerce developers and product developers when 24 employees are currently working, as well as a new international sales and marketing team when 36 employees are working at Blood Brother. Many risks will also come with the addition of these new employees at both the level of 24 new employees and at 36 employees. This risks include (but are not limited too) low understanding, growing to fast, benefit and risk, and exhaustion/saturation (Rick, 2011). These risks can then be mitigated and avoided by Blood Brother with some change management by informing the current staff of the changes that are going to take place before they happen as well as controlling the growth at a level and monitoring it so the the company does not risk growing at a rate that it can not maintain (Churchill and Mullins, 2001). By mitigating and managing these risks before they take place while growing Blood Brother can avoid many risks that come with growth of a new company and help assure their success as they continue to expand into new markets and grow in the current domestic market. They also will be able to

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    optimize their profit to allow them to maintain their current growth rate (Churchill and Mullins, 2001).

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    Company Structure The development and introduction of company structure is something that all new businesses have to become concerned with as they begin to grow after their initial startup stages (Randle, 2012). This phase of growth can be difficult to handle as not everyone can understand and handle these growing pains and the addition of new staff can become difficult for new start up companies to handle, both in operational means, and in a financial sense (Randle, 2012). However, with the success of new companies comes the need for new management structures and the addition of these employees to handle the growth needed to satisfy your new customers so that your company can continue down a successful path (Marlow et al., 1997).

    Current Structure Blood Brother is an urban contemporary men street wear brand that was founded by two gentlemen who now run the brand as their creative and brand directors (blood-brother.co.uk, 2016). This brand currently is sold through its own brand run e-commerce store as well through many high end retail store through out the world including locations in the UK, USA, UAE, and Germany (Bergstroem, 2016). Despite Blood Brothers widespread reach, the brand currently has only 12 employees who are all located in the UK and whom are very interconnected in their job roles (Bergstroem, 2016). One employee, despite have a job title of sales manager, may one day be required to also work with the finance department as well as in the retail store when needed (Bergstroem, 2016). This has made it so that the distinct job roles have stopped being very black and white (Bergstroem, 2016). The need for company growth is quite urgent. Below is a diagram of the current structure and titles of the current employees within the Blood Brother organization.

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    24 Employee Structure

    With the need to grow their employee base becoming more necessary for Blood Brother as their business expands into new markets the current structure of their employee layout might also need to change. The employee layout as seen above can grow significantly at a pace that will allow the company to maintain their profitability, at an accessible level (Randle, 2012). Below is the current employee layout with the addition of 12 employees (in no specified order) that would be useful to Blood Brother in their future growth as a business.

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    13. Creative Directors Assistant (1,933.75 per month (glassdoor.co.uk, 2016)) Helps to deal with the needs of the creative directors, such as research, design, and scheduling, for the director 14. Brand Directors Assistant (1,933.75 per month (glassdoor.co.uk, 2016)) Helps to deal with the needs of the brand director, such as research, marketing, and supply chain for the director 15. Sales Manager Assistant (7 per hour (glassdoor.co.uk, 2016)) Develops sales contacts and networks with individuals in the fashion industry to help connect and extend the brand reach as well as help with the tasks that the sales manager assigns 16. Technical Specialist and Development (1,750 per month (glassdoor.co.uk, 2016)) Helps with the POS system and the development of the product organization for the sales management team and flagship store 17. Brand Ambassador (7.20 per hour (National minimum wage and national living wage rates, 2016)) Target customer who represents the brand in their

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    daily life by wearing the brand clothing and representing the brand identity and in turn receiving brand perks 18. Social Media Manager (250 per month - 1200 per month (Social Media Management, 2016)) Develop the social media of the brand and help manage brand identity and reach on all of the current and future social media outlets (including but not limited to Instagram, Facebook, Twitter, Snapchat, Tumblr, and Vine) 19. Marketing Assistant (1,916.67 per month (Glassdoor.co.uk, 2016)) Develops and aids the marketing personnel in their tasks by completing daily tasks such as identifying new markets and completing research on new current target customers and advertisement campaign data 20. Store Associate (7.20 per hour (National minimum wage and national living wage rates, 2016)) A trained, dedicated, and informed associate that can help customers in there in their current flagship store 21. Product Developer (2,618.41 per month (glassdoor.co.uk, 2016)) To assist in the development of products and the management of the current supply chain distribution channels and the development of new and more effective supply chain and manufacturing processes 22. Textile Designer (1,291.67 per month (glassdoor.co.uk, 2016)) To assist in the development of textile and designs 23. Accounting Associate (3,577.08 per month (glassdoor.co.uk,2016)) Complete daily tasks and assist accountant in the finance sector of the business to aid in the growth of the business 24. Logistics Specialist (2,333.34 per month (glassdoor.co.uk, 2016)) Helps with the distribution and logistics development and assist to expand the current international reach The addition of these employees would not take place all at once and would not be immediate as the cost to the organization would be immense. Considerations such as temporary employment or contract work can also be considered for jobs like that of a social media manager, textile designer, product developer, and technical specialist. Doing contract and temporary employment with employees of this nature would help Blood Brother keep their costs for

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    these individuals down and also allow them to receive the benefits of the employment of these parties during their growth stage when cost management is considered during growth.

    36 Employee Structure The next addition of 12 more employees would see Blood Brother to the expansion into new market expansion. Blood Brother currently has many offerings outside of the domestic market but these are all currently managed by the domestic management team. With the growth to 36 employees Blood Brother can no