hudson bay strategy

7/25/2019 Hudson Bay Strategy

1/4

xAssignment Name: STRATEGIC MANAGEMENT

Submitted by: Balpreet Kaur

College Name: Centennial College

Course Name: Human Resource Strategy

Course Code: HRPD !"

Section: ##!

Instructors Name: Na$ira Sing%

Date Submitted: &e'ruary #() "#!*

Question 1


2/4

+n t%e 'asis o, +pening -ignette an$ my researc%) Strategy means .A process selecte$ ,or a

pre,erre$ ,uture) li/e accomplis%ment o, aims or resol-ing t%e pro'lem01 So t%e present

Corporate strategy for Hudson Bay under !ic! t!ey are or"ing are Incremental #

International $rot! Strategy) t%e term is /no2n as Incremental Cooperate Strategy in 2%ic%

t%e process re-ol-es aroun$ increasing t%e customer 'ase) launc%ing more an$ ne2 pro$ucts)

present ne2 i$ea o, s%aring net2or/1

Hu$son3s Bay is presently pro-i$ing many ser-ices simultaneously 2%ic% inclu$es %ouse%ol$s)

&as%ion goo$s) com,orters) clot%ing etc1 T%is organi4ation also 2ent online 2it% 2i$e -ariety o,

goo$s ,or $i,,erent categories 2%ic% inclu$es all nee$s an$ essentials o, $aily li,e1 As t%is

company %as partners an$ mo-e in 5oint pro5ects 2it% Germany an$ Cana$a) suc% relations%ips

,or 'usiness pro-e -ery e,,ecti-e1

T%e stu$y o, Business Strategy Hudson%s Bay is Broad Differentiation& T%ey %a-e a long list

o, pro$ucts t%at allures 'roa$ range o, t%e consumers1

+n t%e ot%er %an$) 'eller 2ants to compete 2it% t%eir oppositions so t%ey c%ose (o Cost

)ro*ider Strategy,rom 2%ic% t%ey are a'le to attract %uge range o, t%e customers 'ecause t%ey

are selling t%e pro$ucts less t%an t%e ot%er seller prices1

6ellers 2it% its 7uality ser-ice an$ gro2t% %a$ %it t%e ! 'illion $ollar mar/ in !8(9) 2ent past "

'illion in !8(8 an$ 2as o-er 9 'illion in !8891 T%e solo strategy of grot!%elpe$ 4ellers to sail

ne2 %eig%ts 2%ic% t%ey implemente$ 'y ne2 store openings an$ ac7uiring ot%er 'usinesses1


3/4

Question + ,

-estructuring Strategy $rot! Strategy Stability Strategy

McDonal$s Tim Hortons Air Cana$a

Stelco :n-eils) Rolls;Royce Ac/lan$s;Grainger Inc &ran/ Correnti Cigars pose) glo'al en-ironmental

pro'lems) ,orce solutions) ensure peace,ul an$ green ,ull ,uture meet t%e test statement1

T%e organisations is trying to 'ring solution in a peace,ul manner) t%e 2or$s use$ in t%e

statement meets t%e mission o, t%e organisation) It means Greenpeace organi4ation1

Question: 0

1/ !y H- ould be considered a 2strategic3 Contributor to an organi4ation&

HR is consi$ere$ as a strategic contri'utor to an organisation 'ecause)


4/4

a/ 5rganisation: HR s%oul$ ,ocus on organisation management) $esign) $e-elopment an$

t%e metrics) ,inancial status an$ s%oul$ 'e analytical in assessing t%e c%anges) $e-iations

an$ alterations constantly1

b/ Succession Sc!eduling: HR pro,essionals ,ocus on 'eing $irecte$ to2ar$s t%e progress

o, t%e company an$ employees) set strategic planning an$ constructi-e actions to2ar$s

t%eir strategy1

c/ 6ar"et demand: HR ,ocus on upgra$ing t%eir 2or/ nature so as to increase t%e

pro$ucti-ity 'y incorporating t%e tec%nology $e-elopment) meeting t%e mar/et $eman$

an$ a-ail a positi-e 2or/ing atmosp%ere to t%e employees 'y upgra$ing t%em an$

training t%em 2it% t%e tec%nology $e-elopment1

d/ 7mployees Capability and Quality:HR is re7uire$ in an organisation to analyse t%e 5o'

-acancy) select) recruit an$ train employees) recognise t%eir 2or/) pro-i$e 'ene,its) an$

increase pro$ucti-ity to t%e organisation1e/ (aful Agreement: HR manager %a-e to create policy an$ accor$ing to t%e employment

la2s 2%ic% s%oul$ 'e ,ree ,rom any $iscrimination issues an$ /eep e7uity1

,/ -easons !y H- mig!t not be considered a 2strategic3 contributor to an

organi4ation&

a/ Cost factor: T%e HR $epartment 2ill contain many employees 2%ic% ma/e e>tra cost

,actor to t%e organisation ,or t%e ,unctioning o, t%e $epartment1

b/ Administrati*e )!ases:HR ,unctions li/e recruitment) selection) training) per,ormance

appraisals an$ compensation plans in-ol-es a lot o, 2or/ an$ monitoring) so,t2are to

maintain recor$s 2%ic% lea$ to a$$itional cost an$ time1

c/ In*ol*ement: In case o, ,e2 companies) In-ol-ement o, HR in $epartmental acti-ities

create unnecessary con,licts as e-ery $epartment %a-e $uty to $one t%eir 2or/

e>clusi-ely as in$i-i$ual $epartments1

d/ 5ff S!oring :T%is term can 'e le$ to2ar$s t%e interruptions o, e>ternal companies in t%e

corporate e-ents) %ence t%e outcomes are incorrect results o, %iring persons 2%o mig%t 'e

not suita'le at t%e certain time1

e/ Decreases producti*ity: ?%ile pro-i$ing incenti-es or gi-ing t%e negati-e or positi-e

moti-ation HR e>ecuti-e can create some errors1

-787-7NC7S

1) !ttp:99&businessdictionary&com9strategy&!tml2)
http://www.businessdictionary.com/strategy.htmlhttp://www.businessdictionary.com/strategy.html

hudson bay strategy

Documents