VCU Target Store Pilot Program Develope a Pilot Program for one Target Store The Target Store will have 1 Store Team Leader 4 Executive Team Leaders 10 Tea

VCU Target Store Pilot Program Develope a Pilot Program for one Target Store The Target Store will have 1 Store Team Leader 4 Executive Team Leaders 10 Team Leaders Managed and cross trained to do every function within that area 150 Team Members will be split into 4 Core Teams Each core team will be assigned a specific area of the store Target: Case Study Competition
Case Analysis: “Leading Through Change”
The stage 1 team presentations should be emailed to Professor Tucker, Christopher Alexander, and
Mark Leffler by no later than 4:00 PM on October 9.
Please limit your submission to 10 pages. Submit a Power Point and a separate bibliography including all
research cited in APA format.
Requirements: 9/17/19 – Student Submission Target Kick Off – Tuesday – 9.17.19 – 3:30 PM –
Campus Center
1.) Suspense date: 10.09.19 – 4:00pm
2.) Power Point (Prezi – Google Docs) presentation
a. Team – Student names, contact information
b. Introductory Overview
i. Please provide a general overview of your Team solution
1. Plan of Action or your Strategy – Key Concepts
(Tell us what you are going to tell us)
2. What your suggested ‘elegant’ solution is designed to do (Goals)
a. Using full sentences or bullet points your, present your
Team’s proposed solution
(Tell us what you want us to know)
b. What Important obstacles to overcome?
i. Technical Problems?
ii. Resources?
iii. Expertise?
iv. Organizational challenges?
v. Is Technology part of the solution?
3. Background – Logic
a. Value / Benefit – Define
(Tell us what you told us) Summarize
Include data tables
i. Has your solution help Target achieve the goals as
defined in the case?
ii. How will your solution fundamentally change
Target?
iii. What new advantage or opportunity does your
solution provide to Target?
4. Citation Page – Last page list all research – APA format
3.) Please keep your Power Point presentation to a maximum of 10 pages.
4.) Final Presentation: TBA
CASE STUDY: A structured approach to successful solutions. Leffler – MSB 200
A business case is a document that imitates or simulates a real situation. Cases are written
representations of reality that may the reader in the role of a participant of the situation. Cases
often illustrate a business or policy situation to be solved and includes information for classroom
discussion and other study. The situation does not have an obvious solution. The case provides
an adequate fact base to stimulate an educated conversation concerning possible outcomes. Each
case has one central decision point, dilemma, or angle. The nature of the situation is clearly
apparent within the first two paragraphs. In summary, as an analog of reality, a case must have
three characteristics:[3]
•
•
•
A significant business issue or issues. Without an issue the case has no educational value
Sufficient information on which to base conclusions
No stated conclusions
The writing in a case is precise and nuanced, yet always clear and concise. It is neither colloquial
nor stuffily formal. It is also engaging and interesting to the reader. It is imperative for a case
writer to always be objective—a case is not a marketing pamphlet for the featured organization,
though the writer may portray biases that the protagonist may have.
ATTACKING THE CASE
Your first reaction upon reading a case will probably be to feel over whelmed by all the
information. Upon closer reading, you may feel that the case is missing some information that is
vital to your decision. Don’t despair. Case writers do this on purpose to make the cases represent
as closely as possible the typical situations faced by agribusiness managers. In this age of
computers, managers often have to sift through an excessive amount of information to glean the
facts needed to make a decision. In other situations, there is too little information and too little
time or money to collect all the information desired. One definition of management is “the art of
using scanty information to make terribly important, semi-permanent decisions under time
pressure.” One reason for using the case-study method is for you to learn how to function
effectively in that type of decision-making environment.
When assigned a case that does not contain all the information you need, you can do two things:
First, seek additional information. Library research, a few telephone calls or first person “field
trips” may provide the necessary facts. Second, you can make assumptions when key facts or
data are not available. Your assumptions should be reasonable and consistent with the situation
because the “correctness” of your solution may depend upon the assumptions you make. This is
one reason that a case can have more than one right solution. In fact, your teacher may be more
interested in the analysis and process you used to arrive at the decision than in its absolute
correctness.
In some cases, the case writer(s) have provided questions to guide your analysis; in other cases it
is up to you, the case analyst, to decide which questions are relevant in defining the problem.
This too is by design. In an actual agribusiness situation you will have to decide which questions
to ask, and certainly no one will give you a list of multiple-choice answers. This is why it is
suggested that you not limit your analysis to the questions at the end of a case.
The Seven Steps of Problem Analysis
Using an organized seven-stem approach in analyzing a case will make the entire process easier
and can increase your learning benefits.
1. Read the case thoroughly. To understand fully what is happening in a case, it is necessary
to read the case carefully and thoroughly. You may want to read the case rather quickly
the first time to get an overview of the industry, the company, the people, and the
situation. Read the case again more slowly, making notes as you go.
2. Define the central issue. Many cases will involve several issues or problems. Identify the
most important problems and separate them from the more trivial issues. After
identifying what appears to be a major underlying issue, examine related problems in the
functional areas (for example, marketing, finance, personnel, and so on). Functional area
problems may help you identify deep-rooted problems that are the responsibility of top
management.
1. First important question: What business are we in?
2. Second important question: What is happening within the industry?
3. Third: What is the culture like in the firm, what is happening with the character?
4. Fourth: Place yourself inside the main character – empathy.
3. Define the firm’s goals. Inconsistencies between a firm’s goals and its performance may
further highlight the problems discovered in step 2. At the very least, identifying the
firm’s goals will provide a guide for the remaining analysis.
4. Identify the constraints to the problem. The constraints may limit the solutions available
to the firm. Typical constraints include limited finances, lack of additional production
capacity, personnel limitations, strong competitors, relationships with suppliers and
customers, and so on. Constraints have to be considered when suggesting a solution.
5. Identify all the relevant alternatives. The list should all the relevant alternatives that
could solve the problem(s) that were identified in step 2. Use your creativity in coming
up with alternative solutions. Even when solutions are suggested in the case, you may be
able to suggest better solutions.
6. Select the best alternative. Evaluate each alternative in light of the available information.
If you have carefully taken the proceeding five steps, a good solution to the case should
be apparent. Resist the temptation to jump to this step early in the case analysis. You will
probably miss important facts, misunderstand the problem, or skip what may be the best
alternative solution. You will also need to explain the logic you used to choose one
alternative and reject the others.
7. Develop an implementation plan. The final step in the analysis is to develop a plan for
effective implementation of your decision. Lack of an implementation plan even for a
very good decision can lead to disaster for a firm and for you. Don’t overlook this step.
Your teacher will surely ask you or someone in the class to explain how to implement the
decision.
Case Central Issues:
Develope a Pilot Program for one Target Store
a. The Target Store will have
1 Store Team Leader
4 Executive Team Leaders
10 Team Leaders
b. 150 Team Members will be split into 4 Core Teams
Each core team will be assigned a specific area of the
Managed and cross trained to do every function within that area
Using Transformational Leadership – Lead through Change
1. Targets culture
a. mission statement
b. goals
c. define Transformational Leadership and
how Leading Through Change will benefit Target.
y
2. Barriers to the Change
b. How will you overcome these barriers? (training, lead by example)
a. What possible barriers will be faced as a result of the change (resistance, fear)
c. Financial contraints
d. Personnel limitations
3. Benefits to the Change
a. List 4 benefits to the change
b. Who (employees, customers) benefits and how (pay, customer/job satisfaction)?
C. Competition – how will this set Target apart from it’s competitors?
The Plan
1. Be Honest and Realistic
conversation.
Let Target’s team members know what’s going on.
Company emails, updates on Target intranet site, or meeting(s) will be the beginning of the
Employees care about the health and sustainability of the company because they dedicate 40+
hours of their week to it. Their jobs depend on it.
Let them know how things are really going. This shouldn’t be a surprise sprung on them.
Give them the facts so they can be more part of the solution.
They’ll also appreciate the fact that they are kept updated and are a valued contributor towards
2. Communicate Corporately and Individually
Employees want to know how any changes will affect them.
Team meetings are a great way to let them know about the roadmap, how the team will be
impacted and what steps they need to take now and maybe later to keep productivity going.
To engage employees and calm their fears, you’re going to need to get personal.
Have Team Leaders schedule one-on-one meetings so they can answer these questions and
address any concerns. Executive Team Leaders can discuss potential changes to their job
the success of the company.
Each employee will have their own concerns and questions.
requirements, salary, job title.
3. Use Target’s Organizational Chart
Using Target’s organizational chart is the ideal way to graphically represent the current and
future structure of the company.
It’s a great way to show team members how things are before and after.
where they’ll move, how they’ll fit in, where everyone shifts, who will do what and what the
company will look like when it’s all said in done.
4. Anticipate and Plan for Difficult Situations
Some people aren’t going to be around after the restructuring. It’s safe to say that’s the biggest
fear for employees. You’ll also likely have those who will stay, but they ain’t gonna be happy
about it. Plan on it. Plan for it.
Plan to communicate with the remaining team members so they know why the person was let
go, how they can continue to add value and that their jobs are secure. For those who decide to
take a stand, have a plan in place on how you will manage them.
You don’t have to be concerned only with office talk. There’s this thing called social media where
employees are free to rant in front of massive numbers of people. Employees can do as much
damage, if not more, to a brand’s reputation than customers. Be sure you have a strategy in
place to mitigate risk and rapidly respond.
5. Give Employees Time
Getting used to the idea of change takes time. Afford your employees a reasonable amount of
time, come up with questions and get them answered.
They need time to process it before they can fully get on board.
It’s a good idea to set up Q&A sessions with the various departments; HR for any payroll or ben-
efits changes; direct management for job responsibility changes; department management for
changes to their division; and executive leadership for overall corporate strategy and business
drivers. Remember: communication is KEY.
6. Measure and Communicate Success
Let them know how things are going during and after. Measurement will take time as not all met-
rics are immediately measurable. Celebrate milestones with the employees so they can see the
pain was worth the effort.
in fact, as employees learn about the progress, they will be motivated and inspired. Get excited
met
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about these successes so your employees will too. Show team members you appreciate their
perseverance and dedication.

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