IMPORTED BEERS DATAMarkup 140Forecast Demand4.0Annual Inventory.docx

IMPORTED BEERS DATAMarkup %140%Forecast
Demand4.0%Annual Inventory Holding Cost RateActual Last
QtrNext 4 QuartersProduct CodeCostPriceEnding
Inventory12347979$ 10.49$ 14.69301001201251306786$
11.59$ 16.232590951021082389$ 12.45$
17.4320859090855453$ 11.43$ 16.0012668090909327$
13.49$ 18.8915777880809134$ 16.22$
22.718105951001054276$ 9.88$ 13.8310607075755532$
10.43$ 14.60281101201251257612$ 12.28$
17.19221301301301405583$ 15.73$
22.02550607080175Inflation100%102%104%97%102%
The actual data from the end of the last quarter is shown with
the costs and prices - Imported Beers in Kegs.
We plan our pricing by using a markup factor of 1.4 or 140%
This is our forecast of quarterly sales of the Imported Beer line
for Kegs. And this is the forecast of inflation factors for the
next four quarters. The inflation for the last quarter is shown as
100% as a basis for the next four quarters.
Note that we expect the usual seasonal cost reduction three
quaters hence.
The total number of kegs of Imported Beer in ending inventory
is 175. Our capacity for Kegs is 190 for Imported Beers.
The annual inventory holding cost rate is 4%.
Sheet2
Sheet3
Nike

An Organizational Profile of Supply Chain Abuse
Prepared for Professor Carlene Rose
Lakes Region Community College
Principles of Management
BUS2310L
What is Nike?
When I say “Nike”, what is the first thing that you think of? To
the average American,
one who is likely reading this essay, Nike is an American
footwear and fashion company, maybe
you think of their shoes, maybe you think of their signature
swoosh trademark (one that has
become recognizable around the world in the recent decade),
maybe if you’re an athlete, you
think of the relevant brands associated for your sport, maybe if

you were a human rights activist,
you’d think of abuse, and in some cases, you might think
“employer”. Whatever you associate
with Nike, whether it be its brands, history, or influence, it’s
undeniable that it’s easily one of the
most recognizable American companies who have left an
indelible mark upon the world. This
multi-faceted company can be seen in many lights, evoking
many different emotions and ideas of
what it means to have an international influence, whether it be
in terms of responsibility for
behaviors abroad, national pride, being a foreign invader, being
a job maker, or even just being a
trend setter. The purpose of the organization profile will be to
examine the conditions in which
the Nike Supply Chain exists and has existed, closely observing
what abuses have occurred, what
changes have been made to change these issues, and if they have
improved.
The History of Nike
Originally founded in 1964 as Blue Ribbon Sports, Nike was a
company serving as a
distributor for a Japanese brand (one that would later come to
be known as ASICS) in the United

States. The company was originally founded by two men, Phil
Knight and Bill Bowerman, who
both came from an athletic background. Eventually, in 1971, the
contract with ASICS would
expire, which the two eagerly waited for, as Bowerman had
been experimenting with different
styles of shoe. Finally, in that year, he made a major
breakthrough. They could shape the tread of
the shoe to resemble that of a waffle. This pattern would be
beneficial to athletes when trying to
grip running tracks. With the confidence behind their own
model and given their experience in
the field, they found that they were ready to sell their own
shoes. However, what would they call
their new brand?
There were many names suggested, Dimension Six (named after
a band with a similar
name), Peregrine (a type of falcon), Bengal, and finally, thanks
to Jeff Johnson, their first
employee, they would decide to go with Nike, much to the
chagrin of everyone involved. None
of the members cared for the other’s suggestions, but decided

that Nike was the best sounding,
even if not that great. They decided to give it a test run, a
temporary name that they could change
later on. With that name and a logo provided to the company by
a Portland State University
student, Carolyn Davidson for $200 (she would later be
compensated for much more), Nike was
ready to ship. The first shoe went on sale in June 18, 1971.
As Nike grew, it gained success, however, the slogan “Just Do
It” wouldn’t come around
until 1988 when Nike was working with Wieden and Kennedy,
an advertising agency. The
slogan was thought of by Dan Wieden, Wieden was inspired by
the final words of a convicted
serial killer, Gary Gilmore, whose last words were “Let’s do it”
before he was executed by firing
squad in 1977. As time would go on, Nike would begin to gain
more and more of the American
shoe market, and eventually go abroad. By 1985, they would
sign Michael Jordan in one of the
most profitable endorsements in history.
However, as Nike entered the 1990’s, they received growing
criticisms from the public,

demanding that Nike increased their labor standards and treated
their supply chain more
equitably. This was nothing new to Nike, as they had had minor
criticism prior to this. What was
new was the amount of criticism and negative public attention
they received for their use of
sweatshops, something very common in the clothing industry. In
face of this controversy, Nike
decided that they would mitigate the damage done to its image
and move forward with a
modified behavior. This essay examines how successful they
were in this modification and if it
was long lasting.
Stated Ethically
Nike, as a company, has adopted a code of ethics which it sees
as a binding document to its
customers, stakeholders, employees, and members of its supply
chain. According to the Nike
website:
“At Nike, we hold ourselves to the highest standards and we
take our local and global

responsibilities seriously. Nike’s policies are a formal, accepted
standard or approach to the way
Nike conducts business, relating to social and environmental
issues.”
These very same sustainability policies also include:
“Every supplier factory that makes products for NIKE, Inc.
must meet a rigorous set of
compliance requirements. Nike’s Code of Conduct lays out the
minimum standards we expect
each factory or facility to meet. Our Code includes standards
related to hiring practices, wages,
freedom of association and health and safety.”
And their code of ethics:
“NIKE, Inc. has a Code of Ethics for all employees that defines
the standards of conduct we
expect employees to follow and includes a range of topics on
employee activity, ethical behavior,
product safety, legal compliance, competition and use of
resources.

Each year, all Nike employees are required to verify that they
have read and understand the Code
of Ethics.”
Nike, through their history, has had a questionable track record
for all of these, most notably in
foreign nations. These are going to be the basis upon which I
will judge if Nike has made
significant changes to its supply chain to improve the lives of
their workers and their ethical
practices. While Nike did not initially have these policies, these
policies should be effective
today, and this will provide a sense of useful duration.
From Japan to Indonesia
Nike has always made a majority of its shoes in East Asia.
Originally starting in Japan, when
they sold ASICS brand shoes, the company sought cheap labor
sources in order to provide the
customer with a low price and the company with great margins.
Many of the factories that were
used at the time had very appalling labor standards, notably in
Post-War Japan. However, this

did not bother Knight and Bowerman. They were of the opinion
that they were in the business of
selling a brand and creating designs, they had no clue on how to
run a shoe factory, how it
should operate, how it should be laid out. They thought it best
to leave production issues in the
hands of the people that directly managed it. However, as the
Japanese economy improved, Nike
sought out other locations that could afford cheaper labor,
during the 70’s and 80’s, Korea,
China, Taiwan, and Vietnam were all prime targets for Nike
expansion, along with New
England, which was currently in a recession (though they would
only make up 15% of
production). Nike sought out these locations to improve their
margins, which had been growing
weaker as Japan’s economy surged.
During this process, Knight and Bowerman would continue to
hold the same policy towards
factories and would continue focusing on selling shoes. Many of
these East Asian factories
would exceed in quality in comparison to Japan and even New

England.
According to Knight:
“But just as in Japan, the factories in Taiwan and Korea that we
established back in those early
days were far better, have been far exceeded in terms of their
quality of work conditions than the
factories that we had in Taiwan and Korea, and frankly the
factories that we had in the United
States in the ‘70s and early ‘80s. We had one other thing as we
went into these new factories in
Southeast Asia. We got to build them from scratch. And now
Nike, having had quite a bit of
experience, was able to have quite a bit of input into what these
factories look like. And we
believe they are the most advanced and best physical facilities
in the world.”
With this expansion into Southeast Asia, Nike would begin the
process of taking control of their
supply chain, and thus, inheriting the problems associated with
operating in these countries.
Though, Knight would also note:
“…26 years later, I can tell you one of the few absolutes of this

business. However bad you think
Nike shoe factories are today, they are far, far better than those
factories in Japan some 26 years
ago… During the 1990s, all our experiences have caused us to
really believe in the benefits of
international trade. The uplifting of impoverished people, the
better values for consumers in
industrialized nations, and most of all, the increased
understandings between peoples of different
cultures.”
Nike, most notably its CEO, Phil Knight, saw that Nike was
improving the lives of their workers,
despite the many low-standards compared to a company with
such international reach. However,
despite these benefits of their influence, workers were subjected
to many of the following:
-wage earnings

converse or associate with coworkers
However, when one of the world’s largest accounting firms,
E&Y was hired by Nike, the internal
reports that were leaked from the company about the status of
Nike factories overseas were
rather lackluster, but positive. Andrew Young, in the report,
was quoted as saying that: “he
informed Nike it was doing a “good job” in treating its workers,
though he allowed it “should do
better.”. This also was shown alongside other poor working
conditions, such as dust levels
exceeding limits by eleven times the legal amount in China, and
that this was an accident-prone
area.
Despite Nike’s perception of improving employee’s lives, the
late 90’s showed that Nike had
failed to provide a safe, sane, and legal working environment.
Even with these results, many of
these nations did not press charges against Nike, as a high level
of corruption, bribery, and views

on employment were applied to this scenario. Nike was a major
employer in these regions, there
was no need to drive them away.
Reactionary Auditing
Nike has since improved their supply chain. For instance,
during the early 2000’s, Nike
implemented many audits on its factories, rating them on a
typical grade scale. If a factory had
an ‘A’ then it passed in every possible way, C’s were reserved
for factories not doing well
enough, D’s for factories that were threatened for closure until
conditions were improved, and
F’s for factories to be closed almost immediately. While in
many cases, this new auditing system
improved the working conditions within each factory, many
factories began failing which
resulted in closure and a decline in the local economy, as many
workers were displaced. The
other unintended side-effect of these audits was that they were
routine. Given their nature, many
factory owners and managers would improve the factory only
for the audit, and would avoid any
long-term improvements, thus only improving conditions for a
part-time basis only.

Nike has since gone from this method to another, stating that
their newer policies would improve
the revenue of the factory, as sustainability practices provide
better productivity and lower
turnover costs. This has apparently shown some improvements
in Nike factories, though rather
minimal. Nike now provides a minimal amount of independent
inspection of its factories as well.
Return to Form
Despite its great advances in many regards, Nike still has yet to
truly improve its situation.
Currently, Nike is yet again under allegations that it is not
being transparent enough about its
supply chain and that it is closing factories that choose to
unionize or protest the current
improper working conditions. There are some reports that Nike
is still actively engaging in wage
theft in the factories as well. However, much of these
allegations have been rather muted given
other controversies that have recently plagued Nike, and are
still a developing scenario.

Too Little Too Late?
Nike, since its inception, has without a doubt improved on their
humans’ rights and worker’s
rights abuses. In fact, one can argue that they are one of the
many companies that have played a
large role in the enrichment of East Asia, providing some of the
poorest members of society who
are mostly women, to have more economic freedom than
generations before them. However,
despite these great advances, Nike still has not made a valiant
effort to enrich its employee’s
lives. While Nike does not engage in practices that amount to
slave labor anymore, they still
frequently breach many standards and expectation of western
consumers. Given that it has failed
to make long-lasting policies that aren’t easily manipulated, and
also has half-hearted embraced
the idea of worker empowerment, Nike has shown itself to be
one of the companies most need of
managerial overhaul. It is clear that Nike still needs to improve
and still needs to become a

reliable employer and a transparent agency, with accountability
checks. However, given the
location of their factories being in a region steeped with
bribery, corruption, and a lax idea of
what abuse consists of, there is very little chance that
international action will occur, as other
industries are at stake if Western nations take a stand, no one
nation is willing to bet their
economy on the human rights abuses of a shoe company.
Compounding this with other
controversies that have plagued the company in the last year, it
seems like Nike, once again, will
be coming under scrutiny as Americans and other Westerners
are expecting more from their
companies. Though this will likely damage Nike’s reputation
and may cost it market share, Nike
still remains a dominant power in the footwear industry and a
major player in the
lifestyle/fashion industry. To suggest that these issues, which
are relatively small blips on
American radars, will ruin the company is ridiculous. However,
Nike needs to carefully manage
its image, as other competitors may seek to prey on them when
they’re vulnerable. However, at

this moment, there is very little cause for concern. Nike is, as it
always was, a controversial,
exploitative company, that symbolizes the less appealing side of
American economic domination
of the global market.
References
Bain, M. (2017, August 1). Nike is facing a new wave of anti-
sweatshop protests. Retrieved from Quartz:
https://qz.com/1042298/nike-is-facing-a-new-wave-of-anti-
sweatshop-protests/
Bloomberg. (2012, May 4). Nike raises factory labor and
sustainability standards. Retrieved from Eco-
Business: https://www.eco-business.com/news/nike-raises-
factory-labor-and-sustainability-
standards/
Funding Universe. (n.d.). NIKE, Inc. History. Retrieved from
Funding Universe:
http://www.fundinguniverse.com/company-histories/nike-inc-
history/
Levinson, P. (2016, January 19). How Nike almost ended up
with a very different name. Retrieved from

Business Insider: https://www.businessinsider.com/how-nike-
got-its-name-2016-1
Matt Wilsey, S. L. (n.d.). The Nike Controversy. Retrieved from
Stanford University:
https://web.stanford.edu/class/e297c/trade_environment/wheelin
g/hnike.html
Nike. (n.d.). SUSTAINABILITY POLICIES. Retrieved from
Nike:
https://sustainability.nike.com/sustainability-policies
O'Reilly, L. (2014, November 4). 11 Things Hardly Anyone
Knows About Nike. Retrieved from Business
Insider: https://www.businessinsider.com/history-of-nike-facts-
about-its-50th-anniversary-
2014-11
Peters, J. W. (2009, August 19). The Birth of ‘Just Do It’ and
Other Magic Words. Retrieved from The New
York Times:
https://www.nytimes.com/2009/08/20/business/media/20adco.ht
ml
Reference for Business. (n.d.). NIKE, Inc. - Company Profile,
Information, Business Description, History,
Background Information on NIKE, Inc. Retrieved from
Reference for Business:
https://www.referenceforbusiness.com/history2/99/NIKE-

Inc.html
Robertson, L. (2017, May 19). How Ethical is Nike? Retrieved
from Good On You:
https://goodonyou.eco/how-ethical-is-nike/
Apple
Prepared For: Prof. Carlene Rose

Principals of Management
Research Methods-
The Apple company has always intrigued me. The way that they
have been able to
maintain on top of the technology world for so many years goes
to prove that they must be doing
something correctly. I have always been an Apple user myself
because I enjoy the simplicity of
their product, along with the ease of being able to connect all
my devices. I initially started my
research for this assignment by trying to find out what it was
that really made Apple so
successful. I started on Google and searched, “what makes
Apple so successful.” Most of the
articles that appeared in my results mentioned Apple’s
management style, the ease of use of their
product, and their marketing strategies. For this assignment I
chose to narrow my focuses to
these three topics. After I developed my keywords, I was able to

gather my research by using
multiple search engines and the keywords I developed to narrow
down my search to cover only
the topics I was looking for. After sifting through multiple
articles, I started seeing similarities
which helped me to develop what I was going to talk about in
my paper and how I should
structure each section. With this new knowledge, I got right to
work analyzing what it was that
kept Apple on top of the competition over all these years even
with a change in CEO.
The History Behind Apple-
Since Apple was first founded in a garage by Steve Jobs and
Steve Wozniak, they had a
goal of becoming the top selling computer brand. Since April
1976, Apple’s products continue to
evolve as do the needs of their users. Since the launch of the
Apple I, which was sold without a
monitor, keyboard, or casing, (Terrell) Apple has worked to
improve their products to satisfy
their customer’s needs and to give them a great experience
while doing so. With each decade,
brought new and great things for Apple, which changed the way
they advertised, marketed their

products, and managed their company.
When Steve jobs first invented Apple he dreamed of being at
the top of the market. His
goals were brand recognition, being known as the best and most
popular computer brand, and to
remain on top of the market. With these goals in mind Steve
Jobs set out to operate a successful
company.
As Steve Jobs and Steve Wozniak started down this journey,
Steve Jobs focused on
developing his company to become the biggest and the greatest.
He had visions of his brand
becoming so well recognized that they would become the
greatest computer brand to be known.
He was able to do this by building much of his persona right
into the company itself.
Jobs is a leader that believes in developing not only his
company, but his employees as
well. He was known for being a harsh but passionate leader and
CEO who demanded perfection
and excellence from those who made up his team. Jobs believed
in supporting his employees and

encouraging them to do what they were good at and what they
loved, but he also held all
employees to an extremely high standard.
With a driven leader like Jobs, Apple was able to kick it into
high gear when it came to
product release. When it came to Jobs, he was known as a
world’s true visionary, because he was
always looking to constantly innovate new products.
Apple’s goal was to create a brand that would be recognized by
all. Their main goal was
to develop a brand and products that would lead them and then
keep them at the top of their
market. Their first steps in achieving this goal was to use an
approach that focused on premium
branding. According to Roberta Greenspan, Apple was able to
do to this by capitalizing on a
premium brand and by ensuring that their product, place,
promotion, and price would help to
maintain a strong brand image. (Greenspan)
In the following years of the 1980s, Apple became the first PC
Maker to reach $1 billion

in annual sales. They joined the Fortune 500 and released
AppleWorks software and the
ImageWriter printer.
Apple chose to introduce the Macintosh by using a TV
advertisement during Super Bowl
XVIII. After experiencing great success from this commercial,
Apple chose to introduce their
software, Macintosh Office, the following year during Super
Bowl XIX. This commercial was a
complete dud and was not able to produce the sales they were
looking to obtain.
With the introduction of the Apple III, sales began to plummet,
due to the computer’s
rushed production. While wearing a price tag of $4,300- $7,800,
users could expect to experience
performance problems and missed ship dates. In December
1980, Apple went public.
Changes Need to be Made for Apple to Survive
Over the next few years, Apple continued to produce and
introduce new products to the
market. They were able to improve each new product by taking
the complaints about what their
product was missing and by adding it to the next version of the
computer they produced. (Staff)

After many failed attempts at increasing the sales of their
products, the founders of Apple
knew something had to change. After reviewing their marketing
strategies and their leadership
styles, they discovered that there was a better way to go about it
and that what they were doing
wasn’t cutting it anymore. At this point Steve Jobs had a rocky
relationship with the company he
had started and was eventually let go from Apple, and like a
true entrepreneur started another
competitive computer company called NeXT.
After years of low sales numbers, Apple decided to take a
different approach. Instead of
using advertisements that were way too busy with words, and
that contained too few images,
Apple began to take a simpler approach. Their ideas for their
marketing strategies changed and
developed, and they began to see the benefits of this new
approach with their rising number of
sales.
With Jobs no longer being in charge of the company and with
the changes being made to

Apple’s management style and their marketing style, Apple
chose to also change their slogan to
represent their new goals. Apple’s slogan changed to “Think
Different” in the year 1997. With
this new slogan, Apple changed more than just the slogan on
their advertisements, they also
applied the concept to their entire marketing strategy. They took
a different approach than the
one they had been following for years and started to “think
different.”
As Apple continued to grow, and their management styles
shifted, so did the focus of their
main goals. As their company further developed, their main
goals changed to concentrate on:
the market
ith a great customer experience
As Apple’s brand recognition grew and their consumer
following grew, they were better able

to figure out how to reach their customers. They learned who
their target market was and how to
best advertise to them. Apple chose to keep it simple. By
making their brand and their products
so well-known they are able to use simple ads and almost
everyone who sees the ad would know
what it was for.
After many years of being out of the Apple world, Apple
decided to purchase Steve Job’s
new company NeXT, with the intentions of bringing Steve Jobs
back into the management fold
as Apple’s leader. With the merger of the two companies, Steve
Jobs was back on top of Apple,
and was again doing great work to lead them to achieving their
goals of maintaining on top of the
competition over the next few years.
In 2011 Steve Jobs stepped down as CEO of Apple and hand
selected Tim Cook to replace
him as Apple’s new CEO. Tim Cook approached leadership and
management with a different
approach then Jobs did. Cook’s unique approach to management
continues to seek to achieve

excellence at Apple. With a very calm demeanor, making him
more approachable than Jobs was,
Cook has made an immediate point to stress transparency and
teamwork within the Apple
organization.
Though these two leaders have two very different management
styles, the end result is still
the same: massive success for Apple. (Staff Author)
Changes to be Made to Apple’s Management Style
Tim Cook’s focus on Apple’s core business and his decisions to
pump the breaks on new
products is typical of a man of his style and ideology. While his
predecessor was always looking
to innovate new products, Cook has decided to focus their
attention on developing products that
are already on the market and doing well. (Staff Author)
With a shift in management, Apple’s goals changed. They went
from being the top
computer company with the best products on the market, to
becoming a company that offers a
variety of mobile electronic devices. All of their devices are
viewed as top of the line products
that offer their users a top of the line experience. By keeping

their products similar and by
designing them to interconnect with each other, their consumers
are able to have a better
experience overall. It doesn’t matter what device they are using,
they are able to access their
information through the iCloud from any device making it
extremely convenient.
Apple started listening to their consumers. Rather than
believing that they knew what
their consumers wanted in a product, they decided to ask their
consumers what it was they
wanted in a product and then gave them what they asked for.
By creating simple products that have a familiar feeling to
them, and that are easy to use,
Apple has been able to develop a loyal following of users.
Consumers like the idea that they can
access their information from their phones, tablets, computers,
and iPods all from one device.
This convenience factor is what helps Apple to develop and
maintain their loyal following.
Apple Changes the Way They Advertise Their Products
Through the years, Apple’s advertisements went from being

filled with lots of words, to
hardly using any words at all. Instead of trying to use words to
describe what their products are
capable of, and instead of trying to fit all the details about their
products into their ads, Apple
found other ways to demonstrate what their products were
capable of doing.
One of the major things that Apple doesn’t talk about in their
ads is their pricing of their
products. Instead of placing their focus on the pricing and the
features of their products, they
present their products by showing how people use them in their
everyday lives. They do this by
using commercials that are funny, relatable, and ties into why
their consumers would want to buy
and own their products.
According to Jayson, DeMers, by taking out all the words and
by lessening the confusion
about why someone should buy their product, Apple has
actually increased their likelihood of
making a sale by 86%. Studies have shown that companies who
simplify and streamline the

decision-making process for their consumers wind up making
the sale more often than not.
(DeMers)
Apple continues to see an increase in their sales. Each new
phone that comes out has
something that is greater than the last version. It includes
whatever the last one was missing and
eliminates the parts that are no longer needed. As you can see
over the years, Apple’s products
and advertisements have changed, but the core of their
advertising has remained the same.
Apple Currently
The development of Apple’s marketing has led them to remain
on top of the market. By
evolving with their consumer’s needs Apple has become one of
the most recognized brands. By
building their brand recognition, they have built a community
and have built a level of status
amongst this community. They have been able to do this
because of the loyalty that they have
created by using simple ads. Throughout the years and the
changes within Apple, they were
finally able to get their marketing strategies figured out.

The average consumer will see commercials for Apple products
on their TV, on their
social media news feeds, and in their magazines. Apple’s ads
pop up everywhere including on
the side of your screen when you are looking at websites online.
By keeping them short and
usually fun, Apple is able to catch their reader’s attention and
may be able to convince them to
buy an Apple product without bombarding them with
information like some other ads we see.
Apple still follows the techniques that they have been following
for the last decade or so
now. Their commercials are fun and engaging, are usually
flashy and eye catching, and they are
rarely information overload like they used to be. Instead some
of them don’t even use words, and
a good majority of the time the advertainments demonstrate how
the product can be used and the
benefits that it can add to your life. By using these types of
techniques, Apple is able to use their
commercials to highlight one of the many features of the
product and use that as their selling
point. Using techniques such as this helps to grab the attention

of their consumers and makes the
consumer excited to try out their new products.
Conclusion
In conclusion, Apple has seen many changes over the years.
From starting out as a two-
man operation out of Steve Job’s parent’s garage, to becoming
one of the world’s greatest
recognized brands, Apple has made great strides at conquering
their market. Even with changes
made to their management and leadership styles, Apple never
fell from the top of the
competition.
Even with the very different management approaches from
Steve Jobs and Tim Cook,
Apple has still done extremely well. While many people have
criticized Cook for not running
Apple the same way Jobs did, Jobs reportedly told Cook on his
death bed, “Never ask yourself
what would Steve Jobs do?” This gives indication that Jobs
knew exactly who it was that he was
hand selecting to pass his legacy down too. Jobs had faith in
Cook and knew that even with his
totally different management approach, he would still be

successful at getting the job done.
(Eadicicco)
Cook, much like Jobs, has built much of his persona into the
way he leads the company.
Being as mild mannered as his public persona might indicate,
but also relentless when it comes
to tackling issues, Cook uses effective techniques to keep his
team progressing and growing
forward. He is not a screamer or a yeller, instead he is known as
a quiet leader who will try to
wear you down and catch you off guard by asking you a million
questions. He uses this approach
to keep his employees on top of their game and familiar with all
the newest things that Apple has
to offer. (Eadicicco)
His employees have found this to be an effective technique,
because they feel they are
always left on their toes never knowing when they may get
interrogated by an endless barrage of
questions. Though this method is different than the one used by
Jobs, Cook’s employees and
management teams have found this to be a useful tactic. This

method caught on in Apple’s
operations division as the employees in charge have started
using the same techniques of
questioning their subordinates about all the information they
need to know to be successful at
doing their jobs. It has been said that questioning your team
leaves other leaders empowered to
find the answers themselves and act on them. In a round about
way, Cook is developing his
employees to be the future leaders of tomorrow. (Eadicicco)
References
DeMers, Jayson. "Here's The Simple Secret To Apple's
Marketing Success." 8 July 2014.
<https://www.forbes.com>.
Eadicicco, Lisa. Here's the Management Tactic Apple CEO Tim
Cook Uses to Keep Employees on Their
Toes. 16 April 2019. http://www.businessinsider.com/apple-ceo-
tim-cook-managment-style-
2019-4. 24 April 2019.
Greenspan, Roberta. "Apple Inc.'s Marketing Mix of 4Ps (An
Analysis)." 13 September 2018.
<http://panmore.com/apple-inc-marketing-mix-4ps>.

Staff Author. How Does Tim Cook's Management Style Differ
from Steve Jobs? 28 October 2015.
https://www.investopedia.com/articles/professionals/081715/ho
w-does-tim-cooks-
management-style-differ-steve-jobs.asp. 26 April 2019.
Staff, Macworld. "Apple: The First 30 Years." 30 March 2006.
<https://www.macworld.com/article/1050115/macs/30timeline.h
tml>.
Terrell, Ellen. "Apple Computer, Inc." April 2008. Business
Referene Services.
<http://www.loc.gov/rr/business/businesshistory/April/apple.ht
ml>.
Aldi Stores
Organization and
Management

Chosen Company and Why
Choosing a company to do my research project on was a bit of a
challenge. I wanted to pick
something that interested me and that I wanted to gain more
information on. During the
beginning phase of this project I had originally thought of the
Kringle Candle company. As I
began to research the company, I was realizing that it was a
fairly small company and that it
wasn’t sparking my interest as much as I had thought it would.
So, on a Saturday morning my
family and I were out shopping and came across the Aldi store
in Concord, NH. We decided to
go into the store and check it out as the outside looked different
from most grocery stores. The
uniqueness of the store fascinated me. This was immediately a
place that I wanted to obtain
more information on. This became a mystery to me and I
wanted my big questions answered.
Why were they so different.? Why would they charge for use of
carts and not have people

bringing carts in? During this course I was able to understand
more of the process and
management practices within the company.
How I gathered information and how I organized it and analyzed
it to come to my conclusions
Aldi has a different approach than most grocers. I was
fascinated and wanted more
information on how they made their decisions and what their
focus was. I began to research
into what their decision-making principles, employee
motivation and the overall organizational
culture were. Immediately, I felt that if I was to work in retail,
this would be where I would
want to go. I am drawn to places that put their employees first.
I chose to focus on
researching information and testimonials from the Aldi website.
I took bits and pieces from a
testimony and organized them into the categories that I wanted
to cover. As I dug a little
deeper in my internet searches, I came across several websites
that gave overviews and

discussed what the business model was. When deciding what
information to share; I felt that
my focus was still on the parts involving their efficiencies and
staff rather than their actual
products. This got me thinking of ways that we could cut cost
and put more money into the
pockets of our staff in my current organization.
Decision Making Principles
Aldi focus’ on 3 main areas. Consistency being one of them.
This not only means being
consistent with prices but also in how they deal with their
employees and customers. They
believe that consistency leads to reliability. Being consistent
has placed the brand as a 24/7
discount supermarket. Simplicity of the company is another
Aldi focus. They are a no-frills
shopping center that is characterized by simplicity, efficiency
and clarity. Aldi doesn’t spend
extra money on advertising. They do not do special promotions
that need advertising either.
Their prices stay low, so they have no need for the extra time
and supplies that you need when

doing specials. Responsibility is the last value that they focus
on. They value the employees,
customers and other parties that they work with. Aldi pays well
enough to increase their
efficiency. They focus more on customer satisfaction and less
on marketing. Most of their
products are local as well. This cuts down on shipping costs
and they have better fresh quality.
Back when Aldi was started in Germany by 2 brothers, they
made the decision to only stock
nonperishable items. This cut down on expensive overhead.
During the 1960’s the brothers
had a falling out regarding the option to sell cigarettes. This
caused a whole new restructuring
of the company. At that time the decision was to split the
company int Aldi Nord and Aldi Sud.
One chose to sell cigarettes and the other did not. They legally
and financially separated in
1966. Later in 2018 they decided on a growth plan to remodel
and expand the store count by
2022. In this plan they are adding additional refrigeration to
accommodate more fresh, healthy
convenient products.

Human Resource Management
Strategic human resource management has operational
efficiency as its core strategy. They are
a 360-degree feedback model company. Employee decisions are
valued and there is a high
level of participation. Decentralizing the organizational
structure and management delegation
is an important part of why they are successful.
Efficient Human Resource Strategy
Less employees but more efficient employees make it so that
they can pay their employees
more. Average pay is higher at Aldi and they have reduced
turnover. This structure motivates
good work ethic. Employees are challenged and take pride in
their work. Aldi believes that
people are the key to every success. Human resource
managements efficient system that
focuses on giving an industry leading training package.
Employees are highly motivated. Their

recruitment process accounts for the choosing of energetic
people with the can-do attitude.
Aldi also chooses to promote within the company. This
increases employee motivation. With
stores being small and with a lower number of employees they
are able to have strong
communication. This makes for positive psyche of the
employees. Their hope is that
employees will not just feel like a number but that they are
needed and valued. Aldi’s growth
and success are due to their commitment to building the
efficiencies in all areas. This ranges
from store construction to distribution to the very specific
products that they sell. You will not
see one isle that is dedicated to hundreds of cereals. They
choose to pick the best and most
affordable to keep on the shelves. They are just as much a
philosophy as they are a grocery
store. Everything has been thought of and thought of and
reinvented to have the best quality
of products and savings for the customers. We can see that in
the mission statement of Aldi.
They make consumers aware of how much they back their
product and believe it to be the best.

It is very clear that they do things much different from a
standard grocery store.
Roles in the Stores
Teams are the Aldi store strategy in action. They are all led by
dynamic, responsive, dedicated
team leaders. The team leader contributes the core values of
Aldi. The atmosphere is
cooperative with employees that are certain to lean with one
another. They collaborate to
complete the daily responsibilities and believe that you will
never have the same day twice.
Aldi has a flat hierarchy that is simple. This is a great way for
the leaders at Aldi to get to know
their people. It keeps everyone informed and allows to an open
communication of ideas. They
encourage suggestions to empower more effective decisions
making. As they stay informed on
their employee's progress, they are able to promote within and
have an open flow of
suggestions. This empowers them to make more effective
decisions. As a result, they can

recognize the talent early on. Earlier in the research; it was
stated that Aldi has changed in
some aspects over time. Innovation and team approach have
really been what led to those
decisions in the first place. Store staff are the face of the Aldi
shopping experience and the
most valuable asset the company has. It is a challenging career
because of its fast-paced
environment, but that is why they say it is extremely rewarding.
Managers are so impactful as
leaders due to their extensive training program. They learn all
that it takes to be a successful
manager of a store. This is done by working closely with the
store manager and district
managers to learn how to be efficient and effective in
conducting the daily operations; along
with leaning, coaching and developing associates. Providing
our employees with personal
fulfillment and development, training, recognition, attractive
compensation and job security is a
serious commitment that they keep.

Conclusion
Depending on what Aldi you work at you can have a different
experience. The vision and goals
are set but sometimes if you have a manager that is not as
emotionally intelligent it can
become too fast paced and rigid. After searching youtube to
find out what employees had to
say; I discovered that many employees wouldn’t recommend
working there. This is due to the
constant stress of getting things done very quickly. They are
given thirty minutes to stock and
due to the low number of staffs hired, they have very little slow
time. This causes people to
become burnt out. According to the youtube video, not all if
many continue to stay motivated
by the vigorous work as was stated in the Aldi roles of the
store. My opinion is still that this is a
smart company and you will never make everyone happy. I
believe that their products are safer
without any certified synthetic colors, msg, or partially
hydrogenated oils. This is a right move
for our people and a smart business move. Researching the

company has opened my eyes up
to the non-sense spending that occurs in my business. I do not
agree with keeping the business
short staffed to save money though. If people don’t have some
type of down time to enjoy
being around their coworkers outside of collaboration meetings,
then they will become burnt
out. Sarah a district manager of Aldi has a positive experience
working in management for
Aldi. According to her, she feels that the fast pace is what
makes the job exciting. She enjoys
getting to know her employees and working together towards
the goals. This is very much how
I feel about my current position as well. Every day is a
different day and we never repeat the
same day twice.
Work Cited Page
www.Aldi.com
www.Careers.aldi.us/storeoverview

DTHS Sponsored Content-Aldi District Manager Sarah-
YouTube
https://www.youtube.com/watch?v=5jkCD_l5j3I
https://www.feedough.com/aldi-business-model-aldi-cheap/
Jan 19, 2018
PR Newswire Article, Aldi expansion 8/9/18
NEWS PROVIDED BY ALDI Inc.
Jun 12, 2017, 08:00 ET
http://www.aldi.com/
http://www.careers.aldi.us/storeoverview
https://www.youtube.com/watch?v=5jkCD_l5j3I
https://www.feedough.com/aldi-business-model-aldi-cheap/
https://www.prnewswire.com/news/aldi-inc.

Walt Disney
Organizational Profile
Prepared For:Carlene Rose
Prepared By:
Principles of Management
Method of Research:
In management, there are many topics that cover the
organizational profile. Of these, I prefer to learn about how
different companies react with their employees and their
customers, and the policies in regard to each group. I am also
very interested in marketing – what makes a company so
successful. I stared by researching the top ten best places to
work in America, Fortune 500 companies, America’s most
successful companies, etc. I kept seeing “Disney” appear on
these lists. Because it wasn’t a company I expected to hear,
such as Google, Zappos, Apple, etc., I thought this might be an
excellent opportunity to learn about a company I really hadn’t
heard much about. I initially started this project simply
researching the famous Disney World in Orlando, FL. Upon a
lot of simple discoveries, I had been made aware that “Disney”
did not mean just Disney World, but it meant the Walt Disney

Company. I chose to go with the entire company in part
because information was more accessible, but also because I
hadn’t realized there was so much to the Disney brand. The 5
businesses within the company, the networks such as ESPN and
ABC, the Dow Jones Average, and how many parks around the
world there were are just to name a few.
Once I determined that I wanted to research the entire company,
I began with researching the organizational structure and the
marketing. Upon reading many resources on both aspects, I had
discovered that the aspect everything I had already read
discussed was how the employees and the customers were
viewed and treated through the eyes of the company. This
immediately caught my interest, and so I chose as my third
aspect of the managerial profile to discuss the organizational
culture.
"To all who come to this happy place - welcome. Disneyland is
your land. Here age relives fond memories of the past and here
youth may savor the challenge and promise of the future.
Disneyland is dedicated to the ideals, dreams and the hard facts
that have created America… with the hope that it will be a
source of joy and inspiration to all the world."
-Walter E. Disney, 7/17/1955
A little history behind the ‘magic’ of The Walt Disney
Company:
On October 16, 1923 Walt Disney and his brother, Roy Disney,
opened up Disney Brothers Studios with the launch of the

animated Alice’s Wonderland cartoon series. Later in 1928,
they released the very first cartoon of the iconic Mickey Mouse.
Amongst many other events, in 1937 Disney Brothers Studios
released its first movie, Snow White and the Seven Dwarfs,
which was in color; in 1940 they opened up their first stock;
and in 1949 they opened the Walt Disney Music Company.
Throughout the course of these great milestones for the Disney
Brothers Studios, Walt (the man behind the vision) had a dream;
he wanted to create a Mickey Mouse theme park that
incorporated his love and passion for trains. After surviving
WWII, Walt and Roy set out in search of a piece of land which
they acquired in Anaheim, California. However, the brothers
were far from being able to fund this personally and banks
wouldn’t finance a dream, so Roy, although skeptical of Walt’s
dream, made a deal with ABC in 1954. ABC was to broadcast
“Walt Disney’s Disneyland” which showcased the plans of this
theme park and provided massive financial support. Other
business such as Monsanto Hall of Chemistry, the Dutch Boy
Paint Gallery and Kaiser’s Hall of Aluminum Fame had exhibits
in Tomorrowland (an attraction in the park) in turn for
sponsoring. Main Street U.S.A. also had exhibits from sponsors
such as Upjohn Pharmacy, Bank of America, Carnation Ice
Cream Parlor, and Gibson Greeting Cards. (White Oak Travel
Services) The very first Disney theme park, Disneyland,
opened on July 17, 1955.
Though the opening day was a fiasco and the press declared it
would fail with in a year, Disneyland reached its one millionth
customer within two months of opening; they went past
breaking even, and started making a profit in just that first year.
This was the beginning of impressive business ventures for the
Disney Brothers Studios, soon to be called the Walt Disney
Company…
Walt, the original “imagineer,” dreamt big. In the early 1960’s
he had envisioned an “entire ‘world’ that would provide a
complete destination-vacation resort” (Lantek

Solution
s LTD). Walt passed away in 1966, but his dream pressed
forward and Disney World was opened in 1971. In 1983 the
first Disney park in another country opened in Tokyo, Japan
with the first Disney Channel broadcast in America taking place
3 days later. The first retail establishment, The Disney Store,
opened in 1987; in 1991 the Walt Disney Company joined Dow
Jones Industrial Average (stock market), the first European
Disney park opened in 1992; in 1994 they produced their first
Broadway and Disney Interactive was formed. In 1995, the
Walt Disney Company purchased a portion of the California
Angels and Capital Cities/ABC television network, and created
Disney Online. Radio Disney and the maiden voyage of their
first cruise ship finished up their biggest milestones of the
1990’s. In 2001 they purchased the Fox Family Channel,
renaming it ABC Family, and Baby Einstein… amongst many
other purchases in the 2000’s.
Organizational Structure of the Walt Disney Company:
In order for the Walt Disney Company to have thrived
throughout the past 80 years as it did, there is no doubt that the
company has had a very strong organizational structure. The

former CEO had once mentioned that because the technology
simply didn’t exist, it was nearly impossible to keep practices
consistent. “Within the large corporation, the company needs to
maintain a strong management team in order to keep control
over the employees and their respective companies.” (Danielski)
At the top of the structure is the Board of Directors, who holds
the majority stake in the company. The CEO and President of
the Walt Disney Company, currently and since 2005 Roger A.
Iger, answers to the Board of Directors. Mr. Iger oversees the
day to day operations of the main branch. Under the CEO, there
are two branches: the Corporate Branch and the Business Unit
Branch. The corporate branch is made of Senior Executive Vice
Presidents and Executive Vice Presidents who manage the
following areas: Disney International; General Council; Global
Security; Corporate Real Estate, Sourcing, and Alliances;
Corporate Strategy and Business Development;
Communications; Human Resources; Planning and Control; and
lastly the Chief Financial Officer. Each Senior Executive and
Executive Vice President manages their own teams. The
Business Unit Branch is made up of Presidents who run each of
the businesses within the Walt Disney Company. These
businesses are as follows: Media Networks, Parks and Resorts,
The Walt Disney Studios, Disney Consumer Products, Disney
Interactive. Each President of their respective business has
their own team, with management teams at each establishment.

Also, the Business Unit Branch of the Walt Disney Company
has Presidents and respective management teams at each
additional company they have purchased, such as ESPN.
Organizational Culture
“The only thing that Disney does better than organizational
structure is the behavioral concepts they use to train their
employees.” (Danielski) Along with the organizational
structure, all the decisions made by Walt Disney all the way
through his successors of today came from the culture of the
organization. As inscribed on the tunnels leading into the first
Disney Land, Walt Disney stated “Here you leave today and
enter the world of Yesterday, Tomorrow, and Fantasy.” His
ambition was to make guests feel as though they could escape
from reality into a world of relaxation and magic. In order for
guests to be able to do this, Walt knew it would take more than
fun exhibits, rides and other attractions… the employees and
cast members had to present a sense of happiness and
enthusiasm to make the magic happen!
The Walt Disney Company strives ‘to create an optimal
employee experience while meeting our business needs.’
(Disney Co.) The Disney Company has set a list of values that
illustrates the way they live in their everyday lives; these values
are as follows: (List: Disney Co.)
· Innovation – committed to a tradition of innovation and

technology
· Quality – strive to set a high standard of excellence &
maintain high-quality standards across all product categories.
· Community – create positive and inclusive ideas about
families & provide entertainment experiences that all
generations can share.
· Storytelling – timeless and engaging stories delight and
inspire.
· Optimism – entertainment is about hope, aspirations and
positive outcomes.
· Decency – honor and respect the trust people place in us & fun
is about laughing at ourselves and our experiences.
To accommodate these values, all employees are sent to the
Disney Institute (officially established in 1986, but around for
many years prior) to receive the proper training. The Disney
Institute is a structured learning environment that teaches
employees how to perform at a top notch level for customer
happiness… they do not want their customers to be merely
satisfied, but happy. Of course, before an employee makes it to
the Disney Institute, they have to meet certain requirements,
which cause roughly 10% of perspective employees to leave.
(Danielski) They are given a simplified version of what is
expected of a Disney employee, and they are critiqued on their
appearance: no tattoos, no excessive jewelry, makeup in
moderation, hygiene and cleanliness on a daily basis, attire, etc.

Mission Statement:
"The mission of The Walt Disney Company is to be one of the
world's leading producers and providers of entertainment and
information. Using our portfolio of brands to differentiate our
content, services and consumer products, we seek to develop the
most creative, innovative and profitable entertainment
experiences and related products in the world." (Retail
Industry)
Marketing the Walt Disney Company:
When it comes to marketing, the Walt Disney Company’s main
focus is on targeting children 12 and under, their parents, and
caregivers. Because of this and in a well-done effort to
incorporate the previously mentioned values about the
company’s culture, the Walt Disney Company provides
distinguished guidelines for media outlets that require both
internal and external advertisers to focus on promoting only
positive aspects of their product or service in a respectful
manner. As a member of the Children’s Adverting Review Unit,
the company has gone as far as to hire Standards professionals
who review everything before going on air, both with television
and radio.
Marketing is approached with the belief that parents know what
is best for their children, and perform sensitively. The company

takes a “consumer first” approach combined with observed
parental cues and continuously seeks parental input when
managing the marketing team. Not only is this smart to target
the parents by understanding them, but it is a marketing
technique on its own to let the parents know that their input
manages Disney. Disney also modifies is marketing strategies
depending on factors such as culture and the seasons. Their
highly qualified team of market research professionals watch
and adapt to trends depending on the season, investing in the
slow times and changing the ‘magic’ accordingly. Also, they
approach things differently depending on people’s cultural
background in order to make the customers more comfortable.
Disney’s marketing strategy like any other marketing strategy
consists of the four factors. “In product strategy, Disney
products involve far more the tangible good or the service; it
offers the well-known high quality and the worldwide known
brand that the company has for years. Disney also customizes
all their products with specific characteristics of the company,
which demarcates and differentiates their products from others.
In the pricing strategy, Disney’s prices are not low. Although,
when compared to other goods and services, taking into
consideration the quality of products that Disney provides, the
price is fair. In the place strategy, Disney has its products
distributed all over the world, seeking expansion of the market.
The key found by Disney is to position their main attractions

(parks and resorts) in places with a high flux of people, so more
people can be familiar with the brand. It is possible to observe
this by looking to the places of the Disney’s amusement parks
today: California and Florida (America), Paris (Europe), and
Hong Kong and Tokyo (Asia). In the promotion strategy,
Disney succeeds in this area, especially in low peaks of the
year. Promotion, such as low priced rooms, free or reduced
tickets and items are highly utilized strategies of Disney.”
(Caseiro)
Disney follows this approach in every business of their
company. Other than the Media Networks (television, radio,
publishing, etc.), Parks and Resorts, Interactive Media (internet
and gaming), Consumer Products (retail), and Studios and
Entertainment (movies, stage performance, and music), they
carry this into their other business endeavors such as ESPN,
ABC Family, ABC News, Pixar Animation, their cruise lines,
spas… everything. “…The Walt Disney Company has
conquered almost every marketing area there is and succeeded
in each one.” (Danielski)
Conclusion:
Examining just these few aspects of the management style, it is
very apparent that there is a truth in the claim that Disney is the
leading company in America. For over 80 years, which is a
long life for a company to continuously profit, the Walt Disney

Company has reached their ideal goal in making an impression
on business strategies all around the world. This company takes
pride and value in their employee’s satisfaction, and
understands the impact it has on the customers. Because this
company cares so much on the interaction between employee or
cast member and customer, it would seem that this is the biggest
reason why Disney is the global empire it has grown to be since
that first Alice’s Wonderland cartoon. The Walt Disney
Company employs over 166,000 people around the world,
making them one of the largest single employers on the map.
Disney World alone employs 62,000 people, making it the
largest single-site employer in the United States – they must be
doing something right! The best thing a company can do is care
about the customers and the employees experience, and amongst
numerous aspects of the management profile not discussed, this
is one that Disney incorporates consistently. Disney really is
where the magic begins…
Works Cited
Caseiro, Bianca Menegazzi. Marketing Plan. 10 March 2012. 27
April 2013.
<https://sites.google.com/a/email.vccs.edu/bus100bmenegazzi/m
arketing-plan>.
Danielski, Adam. Behavioral Characteristics of an Organization:
The Disney Company. 14 Apil 2009. 1 May 2013.

<http://voices.yahoo.com/behavioral-characteristics-
organization-the-2466318.html?cat=3>.
Disney Co. Culture and Diversity. 2013. 1 May 2013.
<http://disneycareers.com/en/working-here/culture-diversity/>.
—. Disney History. 2013. 1 May 2013.
<http://thewaltdisneycompany.com/about-disney/disney-
history>.
—. Leadership. n.d. 1 May 2013.
<http://thewaltdisneycompany.com/about-
disney/leadership/management>.
Lantek

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