Impact of Competition on Business

Impact of Competition on HRM Within a Real Business

Instructions/Descriptions

Impact of Competition on HRM Within a Real Business

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Mgmt Week 3 Discussion

Applying the Fruit Guys Business Strategy (10 Points)

Watch the video titled “Fruit Guys ─ Strategy,”* also located in the Learn section of Week 3 of your Blackboard course. Identify two or three (2-3) businesses that could use the five (5) questions the Fruit Guys used to determine effectiveness. Provide a rationale for your answer. Reply to at least one (1) of your classmate’s posts.

Considering the Impact of Competition on HRM Within a Real Business (10 Points)

Pick an organization that you are familiar with and do a competitive environmental scan for it. Then answer and discuss the following questions:

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• How does the competitive environment for the company affect the organization’s HR function?
• Which strategy would be best suited to address the effects discussed?

Provide a rationale for your answers. Reply to at least one (1) of your classmate’s posts.

*Note: Flash Player must be enabled in your browser to view this video.

Introducing a New Toy Case Study

Have to use excel for calculations and then prepare managerial report in word document.

Specialty Toys, Inc. sells a variety of new and innovative children’s toys. Management learned that the pre-holiday season is the best time to introduce a new toy, because many families use this time to look for new ideas for December holiday gifts.

When Specialty discovers a new toy with good market potential, it chooses an October market entry date. In order to get toys into its stores by October,

Specialty places one ­time orders with its manufacturers in June or July of each year. Demand for children’s toys can be highly volatile. If a new toy catches on, a sense of shortage in the marketplace often increases the demand to high levels and large profits can be realized. However, new toys can also flop, leaving Specialty stuck with high levels of inventory that must be sold at reduced prices.

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The most important question the company faces is deciding how many units of a new toy should be purchased to meet anticipated sales demand. If too few are purchased, sales will be lost; if too many are purchased, profits will be reduced because of low prices realized in clearance sales.

For the coming season, Specialty plans to introduce a new product called Weather Teddy. This variation of a talking teddy bear is made by a company in Taiwan.

When a child presses Teddy’s hand, the bear begins to talk. A built-in barometer selects one of five responses that predict the weather conditions.

The responses range from “It looks to be a very nice day! Have fun” to “I think it may rain today. Don’t forget your umbrella.” Tests with the product show that, even though it is not a perfect weather predictor, its predictions are surprisingly good.

Several of Specialty’s managers claimed Teddy gave predictions of the weather that were as good as those of many local television weather forecasters. As with other products, Specialty faces the decision of how many Weather Teddy units to order for the coming holiday season. Members of the management team suggested order quantities of 15,000, 18,000, 24,000, or 28,000 units.

The wide range of order quantities suggested indicates considerable disagreement concerning the market potential.

Impact of Competition on HRM Within a Real Business

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