ASDA follows Hierarchical organisational structure which is one where there are many levels and organisation is quite structured. As the company uses hierarchical structure, the instructions are basically passed down from one individual to the other individual until and unless it gets to the bottom. Under this structure there is quite a close regulation of employees. Employees in ASDA know that what they have to do exactly (Karthick, 2010). There is even a small span of control when a number of people report to one individual and even there is better chance for promotion. In this structure, the decisions are taken by the senior members who are at the top position if hierarchy. Under this structure, the manager of ASDA plays a crucial role in order to understand as well as motivate the employees.
With the help of this structure, ASDA can make decisions quickly because many decisions are taken by the knowledgeable, experienced and skilled person at the top of hierarchy. This hierarchy structure also has some weaknesses as the promotions under this structure are timely based and at the same time can be demotivation for the workers. Apart from this, handling or managing communications amongst several distinct layers is quite a difficult task (Hines, 2013). Even in this structure, information and data is quite slow moving and there can be poor communication amongst various departments. Also, the employees of the firm might not feel engaged within the business and associated with the management, so they can feel demotivated towards the functioning of the business. ASDA uses written communication through this structure because the information and data has a long way to being continued before it gets to the member; if it will be verbal then while the message gets transferred on it will change along the way (Johnson, Freeman and Staudenmaier, 2015). For mitigating the issues of communication, ASDA e-mail the person and then the data get there faster.
Competitive Rivalry- ASDA has main race with Morrison, Sainsbury and Tesco and each of these are functioning for differentiating itself from other for becoming the leaders of the market and also capture huge shares of market (Asda, Morrisons and Tesco offer employees an alternative route to a degree, 2014). Various marketer of this firm are launching new strategies that are different from other for beating the competition.
Threat of new entrants- Tesco, ASDA, Morrison and Sainsbury are the largest player in the retail business in the UK and it have a huge shares of marketplace that gives a hard rivalry to the new entrants (Chintakananda et al., 2009). For entering into the retail industry a lump sum amount of capital investment is needs, knowledge of local business is also required.
Power of Buyers- Customers or buyers in ASDA is the integral part of its business, while purchasing products form different supermarket shops use their purchasing power decisions form which supermarket they should purchase products from, which give them with the best service and also maximum satisfaction (Edwards, 2009).
Power of Suppliers- ASDA has a fruitful and strong relationship or connection with its suppliers for the purpose of surviving and beating the competition (Asda, Morrisons and Tesco offer employees an alternative route to a degree, 2014). The retailers also have suppliers that support them for having the products on time and also have the demand and supply cycle that works for the consumers.
Threat of Substitute Products- In every retail marketplace, there are common or similar goods and services presented by different supermarkets but what distinguishes them form one other is quality, brand, price and services, so at the increasing competition from the accessibility stores as well as off license stores can act as a substitutes to ASDA if any customers wants to buy few things that gives also a threatening competition to them (Kasemsap, 2016).
ASDA is a supermarket retailer business enterprise, headquartered in Leeds, West Yorkshire. The company was founded in the year 1965. It is a private company that operates in retail stuffs and warehouse products. It operates in the secondary and tertiary sector. It is amongst the best supermarket retailer and has been voted thrice as the best Supermarket in UK. The company employees over 175,000 employees and has numbers of outlets in UK (McIntyre and Chintakananda, 2014). The specified company aims in making life better for people by offering and delivering products at a very cheap price, which is supported by dedicated teams of colleagues. ASDA has made commitments towards value, quality, and putting customers first to drives it business and with the support of Walmart, the company plans to continue delivering its products to customers at an extraordinary prices (White, 2009).
There has been a noteworthy change in the company structures an employee’s needs from the 21st century. With the ever-increasing technology, the momentum of this shift has only been increasing side. Workforce needs have extended beyond just having good salary and a comprehensive benefits programme. Workforce now needs health and wellbeing, career development and a culture that would portray the way workforce works. In order to meet the workforce changing needs, ASDA has implemented modern technology to simplify the works of the labours and t makes it collaborative (Foster, 2009). The company also ensures that they are enjoying their work and delivering the desired results. ASDA has provided flexibility to its employees and have allowed them to improve their own skills and keeps them engaged with the operations of the company. It has also managed its workforce health and wellbeing successfully by creating a pleasant workplace environment.
The main motive of every retail industry is to provide satisfaction to its customers and it could only be possible if the company is meting the desire and requirements of the customers and fulfilling its expectations (Michaux, Cadiat and Probert, 2015). Customers’ needs have changed and it is due to the fact of rising incomes and expectations and increasing sophistication. It has also been changed due to change in social habits and customs.
ASDA puts its customers at the heart of its business operations. For meeting the customer expectations, the company had introduced credit facilities in the company. For customer’s convenience, the cash points are positioned beside the entrance for quick and easy access. Banking facilities are provided within the supermarket so that if there are no banking facilities nearby, people don’t have to panic to buy products (Michaux, Cadiat and Probert, 2015). Different services are being offered by the management at the door desk and at refund service. For meeting the customer needs properly, the specified company had built an insight team of customers so that they could engage themselves on the basis of feedback. This is done to understand the position or situation where the management or employees are lacking to meet the customer expectations. It also utilise customer intelligence to assist themselves in planning and developing campaigns, refine product lines and for selecting the seasonal offers and promotions (Edwards, 2009). ASDA also enhances its operations to meet the customer need by determining what customers’ actually want from the company and what’s’ their perception about the company by conducting campaigns and survey on a periodical basis.
A young entrepreneur, Gregor Mackintosh from Aberdeenshire, Scotland has secured a deal to provide rapeseed oil to every ASDA supermarket in Scotland. He came up with this idea of business while pursuing his study at the Scottish Agriculture College. He made a deal of five-figure deal with the company on entrepreneur family farm in Glendaveny.
The main reason for the motivation to become an entrepreneur of Gregor Mackintosh is money. He came into the business as there was a huge potentiality for making a lot of money. Another reason for Gregor Mackintosh to get involved in a business is the flexibility. He didn’t want to the demand of traditional work. As an entrepreneur, he can work on his own hours and could set his own goals and responsibilities. Another motivation reason for Gregor Mackintosh to enter in entrepreneurship is the desire to control. He aims to attain a leadership position. With his own business, he can control whom to hire, how much to pay and what new strategic decision the company should make. Building own legacy is another motivation for entering into the business field. This is among the chief motivation for him as it could not be achieved in any other application.
References
Asda, Morrisons and Tesco offer employees an alternative route to a degree. (2014). Human Resource Management International Digest, 22(3), pp.21-23.
Chintakananda, A., York, A., O’Neill, H. and Peng, M. (2009). Structuring dyadic relationships between export producers and intermediaries. European J. of International Management, 3(3), p.302.
Edwards, M. (2009). HR, perceived organisational support and organisational identification: an analysis after organisational formation. Human Resource Management Journal, 19(1), pp.91-115.
Foster, C. (2009). Asda: celebrating religious diversity. Human Resource Management International Digest, 17(7).
Hannibal, B., Liu, X. and Vedlitz, A. (2016). Personal characteristics, local environmental conditions, and individual environmental concern: a multilevel analysis. Environmental Sociology, pp.1-12.
Hines, T. (2013). Supply chain strategies. 1st ed. New York: Routledge.
Johnson, S., Freeman, M. and Staudenmaier, P. (2015). Manic tendencies are not related to being an entrepreneur, intending to become an entrepreneur, or succeeding as an entrepreneur. Journal of Affective Disorders, 173, pp.154-158.
Karthick, K. (2010). Organisational Behaviour. 1st ed. New Delhi: Himalaya Pub. House.
Kasemsap, K. (2016). Retail Marketing Strategies and Brand Management:. International Journal of Social and Organizational Dynamics in IT, 5(2), pp.66-78.
McIntyre, D. and Chintakananda, A. (2014). Competing in network markets: Can the winner take all?. Business Horizons, 57(1), pp.117-125.
Michaux, S., Cadiat, A. and Probert, C. (2015). Porter’s five forces. 1st ed. [Place of publication not identified]: 50Minutes.
White, A. (2009). The corporate university: meeting the learning needs of a changing workforce. Strategic HR Review, 8(4), pp.11-16.
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