Logistics and Transportation as a Category within a Category Essay

Logistics and Transportation as a Category within a Category - Essay Example This essay discusses that Category Management is a retailing and supply management process of managing categories as SBU (strategic business unit) produces better business results, with emphasis on delivering consumer value. In Category management, has to be given priority the retailer and the supplier work together to achieve certain targets that are mutually beneficial. Working together offers comparatively better opportunities, as it endless sharing of resources and insight. Category management usually focuses on using key methods such as range assortment, allocation and flow, inventory levels, shelf space, promotion, merchandising and pricing. Category management can be defined as a marketing strategy where a full set of products, excluding individual products or brands, is managed as an SBU. It focuses on the entire product category, by which a marketing manager can easily understand market trends and preferential tastes of the customers. Another definition of category managemen t is it is that, a strategic management of product groups through business partnership. It aims to maximize profit and sales, by satisfying consumers and shoppers. â€Å"This mutual understanding lays a solid foundation for category management†. The two key elements of Category management are †¢ To provide the consumer and the shopper with what they need, in relation to place and time. †¢ To categorise products in order to reflect consumers’ needs based on how the product is used, purchased or consumed. It is a long term continual business philosophy, normally approached through a series of short term projects, involving sharing of information and close working relationships by suppliers and retailers. A supplier uses the expertise available, the knowledge about the shopper, the consumer, and their needs and behavior. The retailer uses the expertise of the customers, their purchasing behavior and the way they purchase. The concept category management originated in North America in 1980. It introduced changes in the traditional relationship of the supplier and the retailer to a more collaborative extent. In 1992,  category management began to gain a momentum through AC Neilson, who started publishing information to several supply chain associations and suppliers. This won a lot of recognition across Europe, UK and Canada. The standard model for a category management is an 8- step process. Developed by the parent group, they Define the category Assess the role of the category within the e retailer Assess the performance of the category Set objectives and targets Engage in Category strategies Perform Category tactics Involve in Plan implementation. Review and evaluate. In category definition steps, the job is to determine the product which constitutes a category and its segmentation. In category role, the definition of the purpose of the category is in relation with retailers’ portfolio. The analysis of various category performances is carried out in the third step and set targets and objectives in the next step. The fifth step defines marketing and in store service strategy for the category. In category, there are tactics sessions determining optimal products, promotions, placement, pricing and supply methods. In plan implementation stage, making a written plan ensures this tactics to achieve strategies, to fit the role and meet the scorecard. In category review, the purpose is to monitor measure and modify the progress of the categories. The 8-step pro cess is criticized for being bulky and time consuming. Nielson process is a 5-step process. It pinpoints Reviewing the category Targeting consumers Merchandise planning Implementing the

Effective Team and Performance Management Essay - 7

Effective Team and Performance Management - Essay Example P.1). Tuckman theory of team formation and development is the most acknowledged model of team development and occurs in four stages which are forming, storming, norming and performing (Johnson 2010, P. 17). After the performing stage Tuckman developed another stage and named it as the adjourning stage (Edison 2008, P. 14). Meredith Belbin’s team theory analysis the roles played by team members depending on their characteristics and behaviors as well as interpersonal styles. Team performance is affected by its characteristics in regards to size, team norms, team cohesion, management styles, conflict resolutions approaches and feelings among the team members towards each other. Effective management is important for the success of the team. An effective team manager adopts different management styles depending on the arising situation in the workplace (Efere, 2003). There are several team management styles namely authoritarian style, democratic style, laissez-Faire Style, paterna listic, concertive style among others which a manager or a company can adopt (Efere, 2003). This paper will critically evaluate theories on team dynamics, formation, conflict resolutions, factors affecting team performance and offer recommendations for the management to improve teams in Electron Company if adopted. Introduction An effective team may is able to move to and from one stage to another. A company may change its strategy and therefore form different teams. Electron Company changed its management structure and team management to increase performances. Electron is a manufacturing company dealing with telecommunication components and is situated in United Kingdom, established in 1997 as a department and sold out ten years later in 2007 as the original company opted to subcontract its manufacturing department and that is why up to today the company is still the leading client of electron. The management structure was not changed. However the company did not perform as expecte d and this necessitated change in its production practices by escalating productivity, improved client services and improved team performance. A new management approach was introduced to help the different teams achieve productivity objectives in a period of two months and in addition the teams that were to meet their objectives, to all members were paid additional benefits. In the restructured format, new employees were employed on temporary basis while the old employees were distributed to all the teams to help the new members adapt into the company. The teams had the authority to establish their working norms which they would follow and the new team members we supposed to comprehend and follow the teams’ norms and values and therefore the teams were affirming concertive control on the newly employed. Team formation In an organization employees of a specific department work as a team or in some cases teams are established to perform a specific task. Evaluations of the teams are conducted periodically to determine their performance or set new goals after the team is formed it takes time to grow and mature to an efficient team. Several theories explain team dynamics and development and most sociologist point to relationship and personal characteristics of the members involved (Nazzaro and Strazzabosco 2009). Tuckman’s model of team development Tuckman's group development model pays