Goal: High Salary with least work amount

Module expectation: Second class

goals: discover the world

Module expectation: achieve >70

Goal: Graduate first class

module expectation: slides before study

-goals in life: young and rich, to love and to be loved

-module expectation: achieve first class and having more memorable experiences

+Introvert

+Adventurous

+Adaptable

Goals

• fulfill my professional dream

• get a luxuriate life

Module expectation

• Improve self-value and knowledge

• Goal: travel around the world

• Module expectation: achieve >65%

Goal: Graduate first class

Module expectation: >70%/ asm

• Goals: enjoy the best life possible

• Module expectation: get the first class grade and please everyone

Goals: successful and happy business women

Module expectation: achieve >70 score

• Life's goals do what i love and love what i do

• Module expectation achieve high grades

Goals: be good and better

Module expectation: achieve >=70% asm

Goal: Buying luxury things without looking at prices

Module expectation: make new friends, get good grades

Goals: survive (>60)

Module expections: not think about it yet but i hope this course can make me look forward for it

Financial Freedom

To open my mind, to know more, to learn more

• Pharmaceutical industry

• The management

• IT department

• Well-known provider

• Issue of current internal communication and document storage

Restraining forces

• The sophisticated changing process

• Retaining cost, staff adaptability

Restraining: belief of manager, the quality of current product.

- Head of market research sees a clear trend towards digital

- Digital camera technology is becoming viable

- Adapting could ensure long-term survival regarding competitiveness

2.     Restraining Forces (against change, favoring analog cameras):

- Recent major investment on new analog production plant

- Company's long history with analog technology

- Belief that analog picture quality is superior

- Production manager (board member) against the change

advancement in internal communication

digitization communication tool

Restraining forces:

security problem: hacker attacks

no reasonable to change

Life’s Goals: live my own life

Module Expectation: 65

Goals: traveling and exploring 63 provinces of Vietnammm

Module expectation: Learn more about Innovation Changes, achieve the best grade in my aptitude

Adaptation: VW has adapted to changes in the market and society by meeting the demand for sustainable transportation and new technologies.

Tuning: The company has also adjusted its operations to align with the new strategy, such as decentralizing decision-making and reducing staff. However, the change at VW can also be seen as a form of re-creation, as the company is creating a new image for itself and building a different future compared to the past.

Primarily, it fits within the re-creation category, as the company responded to a major crisis (the emissions scandal) with a strategic transformation focused on electric vehicles and new technology.

At the same time, re-orientation is evident in its anticipatory investments in electric motors, connected technology, and digital platforms.

Incremental changes like job cuts, cost reduction, and streamlining operations reflect adaptation, while shifts like expanding the SUV range and simplifying product offerings demonstrate tuning to anticipated market opportunities.

-> VW aimed not only to recover from its immediate crisis but also to position itself for future success in a rapidly evolving automotive industry.

- Modifying, and adjusting car functions such as AI programming, lean production process

- Quality control

- VW scandal -> recalling millions of cars, and shifting focus towards rebuilding its brand reputation.

- the $10 billion buyback program

Phase 2: Reorientation

- Volkswagen’s “New Auto” strategy, launched in 2021, to transition from a traditional automaker to a leader in electric vehicles (EV) and software-based mobility services.

- investing heavily in EV technology, battery production, and autonomous driving systems.

The specific subject of this case study is Sears - the subsidiaries of Sears Holdings. It is an American department store chain founded in 1892 by Richard Warren Sears and Alvah Curtis Roebuck and re-incorporated in 1906 by Richard Sears and Julius Rosenwald, starting as a mail-order catalog company that moved to opening retail locations in 1925, the first in Chicago. Sears was one of the biggest retailers in the US during the 1980s. Now, it offers a diverse range of products, including consumer electronics, outdoor living items, toys, lawn and garden equipment, food and consumables, and fashion. For many years, as owners of Kmart and Sears, Sears Holding's sales have been steadily declining, so they had to close lots of stores, including Sears. As of now, Sears has gone from 223 stores to 12 stores operating only domestically. The purpose of this report is to discuss the changes throughout the formation and development of Sears through PFF and SWOT model that led to the bankruptcy of Sears.

TYPOLOGY OF CHANGE

• Tuning: Instead of maintaining simple retail activities of items such as tennis balls, children's clothes, torque, branches, etc. in large cities in the United States. Early 20th century: Sears optimized its mail-order service by expanding its product range and refining its logistics process. These improvements help increase efficiency and customer retention, consistent with the strategy of maintaining a leading position after the appearance of competitor Walmart. S even sold houses themselves and watches in the late 1800s. Sears Didn't Respond to the Crisis but Proactively Optimized Existing Processes When It Saw Opportunities in Suburban Development in 1926

• Adaptation: As urban populations moved to the suburbs after World War II, Sears adapted by serving new needs such as home appliances and automotive equipment. Buying habits shifted to online, shopping, and e-commerce giants like Amazon, S began to slip. With competition from Walmart and the rise of online shopping, Sears started to respond by closing weak stores. Downsizing and cost-cutting are emergency measures to cope with falling sales and changes in the retail market. CEO filed for bankruptcy with $5.6 billion in debt

• Reorientation: The first protest step to reorientation is to sell pieces of real estate. This move aims to prepare for strategic changes or respond to crises. Further, Sears' proactive action was to hire a man named Robert Wood who was involved in the Panama Canal project. He was a procurement officer for supplies, needed for this huge construction project. Finally, he worked for Montgomery Ward, Sears' biggest competitor, and he saw the future of cars and the change in the way people shopped.

• Sears' re-creation can be understood as a major restructuring in the way the company operates to cope with the challenges of the changing retail market. Sears purchased a WLS radio station in Chicago and opened retail stores nationwide, including Atlanta. This is a major strategic change from the mail-order model to retail and radio, to expand brand influence and adapt to the shift in consumer shopping behavior. This decision not only improved the way they did business but also reshaped the entire way the company operated. Sears also implemented reinvention through business process reforms and closing ineffective stores amid declining sales.

SWOT Analysis

Strength

Sears has established itself as a formidable player in the retail landscape, particularly in the appliance sector, thanks to its long-standing reputation, commitment to quality, and strategic business maneuvers. With a legacy spanning 125 years, the brand is synonymous with reliability and value, making it a household name. By focusing on its strengths in high-quality appliances and effectively niching its offerings, Sears has differentiated itself in a crowded market. The merger with Kmart enhanced its competitiveness, expanding its reach and product range, while its robust distribution network has ensured that customer satisfaction remains a priority.

Weakness

Sears, once a dominant force in the retail sector, has faced significant weaknesses that have contributed to its decline. Key among these are mismatched leadership strategies, excessive cost-cutting measures, and a delayed approach to eCommerce. Under CEO Eddie Lampert, the company adopted a hedge fund management style that failed to align with changing consumer behaviors and technological advancements. Additionally, insufficient investment in infrastructure and misguided rapid diversification have further exacerbated its struggles. While the merger with Kmart initially appeared beneficial, it ultimately led to an unmanageable scale and significant store closures, highlighting a broader mismanagement of resources.

Opportunities

Sears has a great opportunity to digitally transform, although it is late, with a strong brand that can attract customers if it invests in e-commerce. Home services such as appliance repair and maintenance are still very potential and can grow if expanded. Sears can also reposition itself as a “retro” American icon, attracting nostalgic customers. Instead of going head-to-head with the big players, it should focus on niche markets such as construction tools and traditional furniture.

Threats

Sears is struggling to compete with strong rivals like Amazon and Walmart, having been slow to embrace e-commerce while its rivals have built advanced online and logistics systems. The shift toward online shopping makes it harder for Sears to keep market share, and their lack of investment in digital infrastructure is a growing threat. Financial instability from poor management, cost-cutting, and a failed Kmart merger has increased the risk of bankruptcy and made restructuring difficult. As the retail landscape rapidly evolves with new technology and rising customer expectations, Sears must adapt or face losing its competitive edge and risking elimination.

Starbucks is one of the world’s most recognizable coffeehouse chains, known for its high-quality coffee, inviting atmosphere, and innovative beverages. Founded in 1971 in Seattle, Washington, Starbucks has grown from a small coffee bean retailer to a global brand with thousands of stores worldwide. The company is celebrated for not only its expertly crafted drinks but also its commitment to sustainability and ethically sourced ingredients. With a focus on providing a welcoming "third place" between home and work, Starbucks offers a personalized coffee experience that has attracted a loyal customer base and has become a cultural icon in the coffee industry. This analysis will examine the impact of these changes on Starbucks using the SWOT analysis and Lewin Forcefield Model.

Changes at Starbucks

Starbucks has been undergoing several notable changes, including:

• New store formats: The company has introduced new store designs with updated interiors, technology, and amenities to enhance the customer experience.

• Delivery partnerships: Starbucks has partnered with delivery services like Uber Eats to expand its reach and convenience for customers.

• Rewards program updates: The company has modified its rewards program to make it more accessible and attractive to a wider customer base.

• Partner development: Starbucks has invested in its employees by offering new benefits, development opportunities, and support.

• Gender pay equity: The company has committed to gender pay equity and expanded its pay equity program to multiple countries.

SWOT Analysis

Strengths

• Strong brand recognition and loyalty: Starbucks has a well-established brand reputation and a loyal customer base.

• Global presence: The company operates in numerous countries, providing a wide customer reach.

• Innovative product offerings: Starbucks continuously introduces new products and beverages to cater to diverse customer preferences.

• Strong partnerships: The company has formed strategic partnerships with various brands and delivery services.

Weaknesses

• Market concentration: Starbucks relies heavily on the U.S. and China for revenue, making it vulnerable to economic fluctuations in those regions.

• Dependency on coffee beans: Starbucks' business is heavily reliant on the availability and price of coffee beans.

Opportunities

• Growing demand for premium, personalized beverages: There is a rising demand for high-quality and personalized coffee experiences, which aligns with Starbucks' offerings.

• Expanding into new markets: Starbucks can continue to explore untapped markets and expand its global footprint.

• Leveraging technology: The company can further utilize technology to enhance customer experiences, streamline operations, and improve efficiency.

Threats

• Increasing competition: Starbucks faces competition from other coffee chains, independent coffee shops, and convenience stores.

• Economic fluctuations: Economic downturns can impact consumer spending and affect Starbucks' sales.

• Changing consumer preferences: Shifts in consumer tastes and preferences can pose challenges to Starbucks' product offerings.

Lewin Forcefield Model

Driving Forces

• Growing demand for convenience: Customers increasingly value convenience, making delivery and mobile ordering services attractive.

• Advancements in technology: Technological innovations can enhance customer experiences and improve operational efficiency.

• Increasing focus on sustainability: Consumers are becoming more environmentally conscious, driving demand for sustainable products and practices.

Restraining Forces

• High costs associated with changes: Implementing new initiatives and innovations can be expensive.

• Resistance to change from employees: Some employees may resist changes to their routines or job responsibilities.

• Regulatory challenges: Starbucks may face regulatory hurdles in different markets, which can hinder expansion and operations.

Typology

Reorientation is the most appropriate typology for Starbucks' changes because it aligns with two key characteristics: proactivity and transformational nature.

Proactivity

• Strategic Planning: Starbucks has been actively planning and implementing these changes, demonstrating a proactive approach to adapting to the evolving market landscape.

• Anticipating Trends: The company has likely identified emerging trends in consumer behavior, technology, and sustainability and has taken proactive steps to capitalize on these opportunities.

Transformational Nature

• Shifting Strategies: Starbucks' changes, such as introducing new store formats, partnering with delivery services, and updating its rewards program, represent significant shifts in its operations and strategies.

• Altering Customer Experience: These changes aim to fundamentally alter the customer experience, potentially impacting how customers perceive and interact with the brand.

• Adapting to Evolving Market: Reorientation allows Starbucks to adapt to a changing market environment, such as increased competition, evolving consumer preferences, and technological advancements.

In summary, Starbucks' changes are not merely incremental adjustments but rather a deliberate and strategic effort to transform its business model and position itself for long-term success. This aligns closely with the characteristics of reorientation as a typology of organizational change.

Conclusion

Starbucks has successfully navigated various changes in recent years, leveraging its strengths and addressing its weaknesses. The company's ability to identify and capitalize on opportunities while mitigating threats has contributed to its continued growth and success. By effectively balancing driving forces and restraining forces, Starbucks can maintain its competitive position and adapt to the evolving market landscape.

1: Competitor

In the retail sector, specifically in America, Sears has always been facing extreme rivalry threats from formidable competitors, typically the three industry giants: Target, Walmart, and Amazon.

• Target

Target is one of Sears' three major competitors, with a huge advantage in strategic offline distribution centers combined with generous investment in developing omnichannel experiences.

Target put its brick-and-mortar locations to work as a core component of a digital strategy, where it would leverage its physical facilities to fulfill the orders of digital customers

In recent year, Target has actively expanding their general merchandise product offerings, adding more perishable groceries into their catalogs.

• Walmart

Founded in 1962, Walmart is considerably the largest retailer and grocery chain in America nowadays. With its monopoly advantage in scale and scope of operations, Walmart has easily surpassed Sears in almost every aspect at the present time.

With a smart start, since its inception, Walmart has gently penetrated the right ungratified niche market of the retail industry: discount stores and convenience stores.

• Amazon

Amazon is now considered a major competitor to Sears, not a newcomer like in the early 21st century.

It could be said that Amazon is one of the largest and earliest successful retail organizations in anticipating the trend of online shopping in the US. An online book seller that started in 1994 has now become an e-commerce company that offers a wide-range of products to hundreds of millions of customers all over the world.

The key to Amazon's resounding success today is its unparalleled online consumer experience. Owing to its many excellent shopping services, including free and quick delivery, enticing membership policies, attractive incentives from subscription services, and many other support services, Amazon has gained prominence in the context of online consumption patterns of customers, progressively becoming popular worldwide

2: Substitutes

• The rise of e-commerce

  
  

One of the most significant alternatives to conventional retail is e-commerce platforms. The manner in which consumers shop has been transformed by websites such as Amazon, eBay, which provide a convenient alternative to physical stores. Without entering a physical store, consumers have the ability to peruse, compare prices, and read reviews online. This transition has significantly diminished the necessity for physical stores such as Sears, as consumers opt for the convenience of shopping from home, which also provides more competitive pricing and frequent discounts.

• Home delivery and subscription services

The increasing prevalence of home delivery services and subscription models serves as a substitute to in-store shopping. Amazon Prime, Stitch Fix, and Instacart are among the companies that deliver goods directly to customers' doorsteps, thereby eliminating the necessity of visiting a physical store. Throughout the COVID-19 pandemic, these services experienced substantial growth in popularity. They replace the conventional retail experience that Sears relies on, providing both consistency and convenience.

• Niche stores and social media retail

Social media-driven retail and specialty online stores are further substitutes. Specialized online stores now enable consumers to acquire distinctive or niche products, which offer a more personalized experience. In the same vein, social commerce, which involves the marketing and sale of products through platforms such as TikTok or Instagram, has become an increasingly effective alternative to physical retail stores.​

3: Suppliers

• Weak bargaining power of Suppliers

  
  

The bargaining power of suppliers in the retail industry is particularly vulnerable when they are dealing with large chains such as Sears. This is the result of the overwhelming size and influence of major retailers, which have the ability to exert substantial pressure on suppliers in relation to pricing, payment terms, and delivery schedules. Historically, retailers such as Sears have imposed strict delivery deadlines, extended payment terms, and low profit margins on suppliers through standardized contracts. This has resulted in complaints of "retailer tyranny", in which suppliers are left with limited negotiation space.

• House brands and private labels

The capacity of Sears to manufacture and distribute private-label products provides it with a competitive edge over its suppliers. Sears reduces its dependence on external suppliers by creating its own in-house brands, which it then leverages to negotiate more favorable terms. Sears' ability to source from alternative in-house options when external vendors are unwilling to meet demands further reduces suppliers' bargaining power.

• The changing global supply chain

The dynamics have been slightly altered by recent disruptions in global supply chains, particularly during and after the COVID-19 pandemic. In certain instances, suppliers have gained more leverage as a result of increased logistics costs, shipping delays, and raw material shortages. Sears, a retailer that relies on a consistent supply of goods, has encountered challenges in maintaining inventory levels. As a result, they have been compelled to adapt and occasionally offer more favorable terms to secure their supply.

4: Customers

Shoppers at large retail stores are picky and look for places with good service and fair prices. They pay close attention to prices, easily comparing products and finding cheaper options elsewhere. This forces Sears to reduce its prices. Additionally, consumers have numerous alternatives to Sears, from online retailers to discount stores, making it easy for them to switch.

With the growing shift to e-commerce, buyers prefer the convenience of online shopping, a trend that Sears was slow to embrace. Modern consumers also expect a more personalized shopping experience, including curated options and unique, individualized services, which Sears struggled to provide compared to its competitors. As a result, Sears faced significant price pressure, leading to lower profit margins, losing customers, and declining customer loyalty.

5: New entrants

The retail industry faces a significant threat from new entrants, fueled by the ease of starting an e-commerce business that lowers traditional barriers to entry.

New entrants can effortlessly launch online stores at minimal cost, directly challenging established retailers like Sears. These new businesses compete directly with big names like Sears by selling products straight to customers at lower prices, cutting out intermediaries. Additionally, these startups capitalize on modern technology advances to enhance the shopping experience through innovations that Sears was slow to adopt.

Consequently, as more agile companies offered superior products and experiences while embracing rapid change in the retail landscape faster than ever, they gained market share over slower innovators like Sears, who needed to be updated amidst growing competitive pressures.

Conclusion

Once a household brand in the retail industry, Sears finds itself in a difficult position. Due to the fast move to online shopping and the emergence of formidable competitors such as Target, Walmart, and Amazon, Sears is finding it difficult to stay competitive. Previously, the firm prospered by adjusting to the evolving demands of its clientele; nevertheless, its tardy entry into e-commerce and mishandled managerial choices have caused damage.

There is still hope despite its difficulties. With the correct emphasis on specialized markets and digital change, Sears might potentially make a resurgence in the home appliances and services sector, which is one of its strongest suits. Nonetheless, there is a lot of rivalry, and the retail industry is changing quickly. Sears must be brave in order to be relevant—reinvent itself, embrace technology, and focus on its strengths.

Although the company's past demonstrates its capacity to adapt and expand when necessary, Sears now more than ever has to take bold action to reclaim its position in the market. What happens to it next will determine if it becomes a thing of the past or if it survives and thrives in the contemporary retail environment.

Starbucks, founded in 1971, is one of the world's leading coffee chains, famous for its high-quality coffee products and friendly space, serving customers as a "third place" between home and work. Its aim is to create great experiences and connect with customers through innovative products and services.

At the 27th Annual Shareholders Meeting, CEO Roz Brewer shared about Starbucks' work to modernize the "third place" model, expand the customer loyalty program, cooperate in delivery and provide benefits to employees in an effort to experience the customer experience and attract talent in the context of a competitive labor market.

2. Changes

- Impove its store format in high-demand areas, especially the Financial District in New York.

- Starbucks has shifted its focus to digital services and streamlined delivery, through its partnership with UberEats, which now operates in 7 major cities.

- Adjusted its operations based on customer delivery needs, not only in urban areas but also in the suburbs.

- Loyalty program with more than 16 million members in the Starbucks Rewards program increase customer loyalty and provide sales.

3. SWOT Analysis:

Strengths

• Strong brand: Starbucks is a leading global coffee brand, with high recognition and loyalty from customers.

• Loyalty program: More than 16 million members in the Starbucks Rewards program increase customer loyalty and provide sales.

• Technology-integrated delivery: Delivery service has been developed in 7 major cities, combined with UberEats, bringing convenience to customers.

Weaknesses

• High price: Starbucks products are more expensive than many handmade products, which can limit access.

• Complexity in expanding digital services: Expanding digital services and delivery is difficult and complex.

Opportunities

• Expanding international markets: Potential for growth in emerging markets.

• Expanding new store formats: Focusing on convenience and speed in the benefit area to attract more customers.

• Strengthening digital service skills: Expanding delivery cooperation and developing online services.

Threats

• Strong competition: Competition from other coffee brands and alternative drinks.

• Competitive labor market: Pressure to increase wages and retain employees, but Starbucks has addressed this with a flexible benefits package and educational opportunities.

• Raw material price fluctuations: Coffee prices and raw material variables can affect profits.

4. Lewin force field model: Driving forces: Technological innovation, customer loyalty, delivery partnerships.
Restraining forces: High operational costs, competition, price sensitivity.

5. Types of Changes According to Nadler:

1. Tuning: Starbucks has been continuously improving its store format in high-demand areas, especially the Financial District in New York. This has not only increased customer access but also improved their experience by making it more unfriendly and convenient, meeting the needs of office workers for quick transactions.

2. Reorientation: Starbucks has shifted its focus to digital services and streamlined delivery, notably through its partnership with UberEats, which now operates in 7 major cities. This has allowed Starbucks to expand its service capabilities and make its products more accessible to customers, regardless of where they are.

3. Adaptation: The company has adjusted its operations based on customer delivery needs, not only in urban areas but also in the suburbs. This work demonstrates Starbucks’ ability to change its business model to suit the increasingly diverse habits and needs of consumers.

4. Recreation: Starbucks is introducing a new store format in urban markets, combining modern technology and convenience for customers. This not only attracts new customers but also refreshes the brand image, affirming Starbucks’ position as a “third home” between home and work. These new stores are designed to create a comfortable space, encourage connection and positive experiences for customers.

• Leicester Royal Infirmary, one of England's largest teaching hospitals, had 1,100 beds and 4,200 staff.

• By the late 1980s, it was highly regarded for its efficiency, ranking near the top of NHS efficiency league tables.

• Gained NHS trust status in 1993, increasing its independence from the Department of Health.

• Despite these successes, it faced growing pressures due to local competition, NHS internal market reforms, and demands for greater cost-efficiency and shorter patient waiting times

2. Changes

Traditional cost-cutting measures were not viable, so the hospital introduced a comprehensive business process re-engineering strategy in 1994.

• The focus was on redesigning two core processes: patient visits and diagnostic tests.

• The goal was to shift from fragmented functional thinking to a more integrated, process-based approach, breaking down departmental silos.

• Early experiments showed success, such as reducing neurology diagnosis time from 12 weeks to 1 day and hearing aid fitting from 14 months to 6 weeks.

• These successes encouraged hospital-wide adoption of process-based re-engineering to improve efficiency and patient care.

3. SWOT

1. Strengths: 

• Strong reputation: The hospital was already known for its efficiency and high ranking in NHS league tables, which provided a solid foundation for change.

• Innovation leadership: Early adoption of general managers, clinical directorates, and NHS trust status demonstrates a culture of embracing new ideas and change.

• Successful pilot projects: Initial re-engineering efforts showed dramatic improvements in patient care, such as reducing wait times, proving the effectiveness of the change strategy.

• Government support: The leadership secured additional government funding, providing the financial resources needed to support the ambitious transformation

2. Weakness:

• Complex organizational structure: The existing fragmented functional structure created challenges in aligning departments and processes across the hospital.

• Few easy cost-cutting targets: Earlier success in eliminating inefficiencies led to few easy targets for further cost cutting

3. Opportunities:

• Increased efficiency: The change strategy aimed to make the hospital more efficient by integrating processes and reducing patient wait times.

• Improved patient care: By streamlining diagnostic and care processes, the hospital had the opportunity to improve patient outcomes and satisfaction

• Government funding: Secured additional resources for a major change program, enabling transformation.

4. Threats:

• Increased local competition: Creation of three separate NHS trusts introduces direct competition for contracts and patients.

• NHS market reforms: The NHS internal market introduced new competitive dynamics and pressure from primary care sectors, potentially disrupting the hospital’s position.

• National efficiency targets: Continuous pressure to find new cost savings, challenging given LRI's already high efficiency.

IV. Lewin’s force field model

1. Driving Forces

• Strong reputation: A well-established reputation for efficiency and innovation creates momentum for change, making it easier to build support internally and externally.

• Innovation leadership: Early adoption of clinical directorates, general managers, and trust status demonstrates a willingness to embrace new approaches, providing organizational experience in managing change.

• Successful pilot projects: Positive outcomes from initial re-engineering efforts (e.g., reduced wait times) act as proof that the change strategy can be effective, encouraging broader organizational buy-in.

• Government support and funding: The leadership secured additional funding for the transformation, providing the financial backing needed to drive change and meet efficiency targets.

• Opportunities for increased efficiency and patient care: The potential for improved efficiency and patient outcomes provides a clear incentive for change, as it aligns with both organizational goals and external pressures (like competition and NHS reforms).

2. Restraining Forces

• Complex organizational structure: The hospital’s existing functional, fragmented structure makes it difficult to coordinate across departments and implement process-based changes efficiently.

• Few easy cost-cutting targets: Earlier success in eliminating inefficiencies means there are few low-hanging fruits left, making it harder to meet further cost-cutting and efficiency targets.

V. TYPOLOGY

Adaptation – Funding acquisition and initial experiments:

• Reactive Nature: The hospital's leadership sought government funding in response to external pressures such as increasing competition, NHS market reforms, and the purchasers push for cost-efficiency. While the hospital was already efficient, it needed extra resources to continue meeting these external demands, which makes the change reactive.

• Incremental: The initial experiments in process improvement (e.g., reducing waiting times for neurology and hearing services) were targeted, small-scale changes that improved specific services. These changes were incremental as they focused on improving existing processes rather than overhauling the entire system.

Reorientation – Moving from a functional to a process-based structure:

• Proactive Nature: Following the success of improving service quality, the move to a process-based organizational structure was driven by the hospital’s forward-thinking leadership, who recognized that a significant transformation was needed to address long-term challenges. This was not just a reaction to external pressures but a proactive strategy to ensure sustainable improvement.

• Transformational: Shifting the entire hospital from a functional structure (where departments operated independently) to a process-based structure (focused on core processes like patient visits and diagnostic tests) was a radical transformation. This change aimed to fundamentally restructure the way the hospital functioned, breaking down departmental silos to enhance collaboration and efficiency.

VI. CONCLUSION

Leicester Royal Infirmary successfully addressed external pressures through a mix of incremental adaptations (e.g., funding and pilot projects) and transformational reorientation (shifting to a process-based structure). Despite challenges like organizational complexity and competition, leadership's proactive strategy and government support led to sustainable improvements in efficiency and patient care.

Starbucks, founded in 1971, has always been considered the third place between home and work. At the 27th annual shareholders meeting, the COO Roz Brewer discussed upcoming changes at Starbucks with: innovation, technology, delivery service, rewards program to improve the convenience in their stores. Hence, they can improve customer experience and attract talent in a tight labor market.

2. Change

Name: delivery service

Description: When it comes to the store in New York City, an area like Financial District will require fast delivery. The customers there also always in an office, dense area, or metro suburban area all want their coffee right away. So, Starbucks has cooperated with UberEats, they have rolled it out to 7 different metro areas, next is to expand to Seattle and broaden in San Francisco Bay Area. The greatest thing about this is that they can integrate their technology with Ubers technology, so they don't have a separate order unit in the store, which is also great for their partners.

3. SWOT

Strengths:

- Strong brand recognition

- Great supply chain

- Advanced technology to support digital orders

- Established partnership with UberEats to expand delivery reach

Weaknesses:

- High delivery costs could reduce profit margins

- Dependence on third-party platforms for delivery

Opportunities:

- The rise in consumer demand for delivery and mobile ordering

- Potential to expand delivery services to new markets and customer segments.

Threats:

- Intense competition in the delivery from local cafes and larger chains.

- Economic downturns could reduce spending on premium coffee products.

4. PEST

Political: Regulatory changes in labor laws could affect delivery workers. Trade wars, especially between the U.S. and China, could affect Starbucks' supply chain, as coffee beans and other supplies may become more expensive due to increased tariffs on imports.

Economic: Rising delivery costs and external factors like inflation could increase operational expenses.

Social: Growing consumer demand for convenience and time-saving options like delivery.

Technological: Expansion of digital platforms and mobile apps.

5. Porter's 5 Forces

Threat of New Entrants: Moderate - while many new cafes and local chains could enter the market, Starbucks' established brand and delivery partnerships are barriers.

Bargaining Power of Suppliers: Low - Starbucks controls much of its supply chain.

Bargaining Power of Buyers: High - customers can easily switch to other delivery options or coffee brands.

Threat of Substitutes: High - numerous alternatives, including homemade coffee, other cafes, and fast-food chains offering delivery.

Competitive Rivalry: Intense - competition from Dunkin', McDonald's, and independent coffee shops, all increasing their delivery and convenience options.

6. Nadler’s Types of Organizational Changes:

Tuning: because the company was already successful but proactively improve customer convenience and expand delivery options to meet growing consumer demand and to create convenience for customer. The change was incremental, as Starbucks already had digital and mobile-ordering capabilities, and the addition of delivery was an extension of existing services, rather than a fundamental shift in operations or response to an immediate crisis.

Starbucks is one of the world’s most recognizable coffeehouse chains, known for its high-quality coffee, inviting atmosphere, and innovative beverages. Founded in 1971 in Seattle, Washington, Starbucks has grown from a small coffee bean retailer to a global brand with thousands of stores worldwide. The company is celebrated for not only its expertly crafted drinks but also its commitment to sustainability and ethically sourced ingredients. With a focus on providing a welcoming "third place" between home and work, Starbucks offers a personalized coffee experience that has attracted a loyal customer base and has become a cultural icon in the coffee industry. This analysis will examine the impact of these changes on Starbucks using the SWOT analysis and Lewin Forcefield Model.

Changes at Starbucks

Starbucks has been undergoing several notable changes, including:

• New store formats: The company has introduced new store designs with updated interiors, technology, and amenities to enhance the customer experience.

• Delivery partnerships: Starbucks has partnered with delivery services like Uber Eats to expand its reach and convenience for customers.

• Rewards program updates: The company has modified its rewards program to make it more accessible and attractive to a wider customer base.

• Partner development: Starbucks has invested in its employees by offering new benefits, development opportunities, and support.

• Gender pay equity: The company has committed to gender pay equity and expanded its pay equity program to multiple countries.

SWOT Analysis

Strengths

• Strong brand recognition and loyalty: Starbucks has a well-established brand reputation and a loyal customer base.

• Global presence: The company operates in numerous countries, providing a wide customer reach.

• Innovative product offerings: Starbucks continuously introduces new products and beverages to cater to diverse customer preferences.

• Strong partnerships: The company has formed strategic partnerships with various brands and delivery services.

Weaknesses

• Market concentration: Starbucks relies heavily on the U.S. and China for revenue, making it vulnerable to economic fluctuations in those regions.

• Dependency on coffee beans: Starbucks' business is heavily reliant on the availability and price of coffee beans.

Opportunities

• Growing demand for premium, personalized beverages: There is a rising demand for high-quality and personalized coffee experiences, which aligns with Starbucks' offerings.

• Expanding into new markets: Starbucks can continue to explore untapped markets and expand its global footprint.

• Leveraging technology: The company can further utilize technology to enhance customer experiences, streamline operations, and improve efficiency.

Threats

• Increasing competition: Starbucks faces competition from other coffee chains, independent coffee shops, and convenience stores.

• Economic fluctuations: Economic downturns can impact consumer spending and affect Starbucks' sales.

• Changing consumer preferences: Shifts in consumer tastes and preferences can pose challenges to Starbucks' product offerings.

Lewin Forcefield Model

Driving Forces

• Growing demand for convenience: Customers increasingly value convenience, making delivery and mobile ordering services attractive.

• Advancements in technology: Technological innovations can enhance customer experiences and improve operational efficiency.

• Increasing focus on sustainability: Consumers are becoming more environmentally conscious, driving demand for sustainable products and practices.

Restraining Forces

• High costs associated with changes: Implementing new initiatives and innovations can be expensive.

• Resistance to change from employees: Some employees may resist changes to their routines or job responsibilities.

• Regulatory challenges: Starbucks may face regulatory hurdles in different markets, which can hinder expansion and operations.

Typology

Reorientation is the most appropriate typology for Starbucks' changes because it aligns with two key characteristics: proactivity and transformational nature.

Proactivity

• Strategic Planning: Starbucks has been actively planning and implementing these changes, demonstrating a proactive approach to adapting to the evolving market landscape.

• Anticipating Trends: The company has likely identified emerging trends in consumer behavior, technology, and sustainability and has taken proactive steps to capitalize on these opportunities.

Transformational Nature

• Shifting Strategies: Starbucks' changes, such as introducing new store formats, partnering with delivery services, and updating its rewards program, represent significant shifts in its operations and strategies.

• Altering Customer Experience: These changes aim to fundamentally alter the customer experience, potentially impacting how customers perceive and interact with the brand.

• Adapting to Evolving Market: Reorientation allows Starbucks to adapt to a changing market environment, such as increased competition, evolving consumer preferences, and technological advancements.

In summary, Starbucks' changes are not merely incremental adjustments but rather a deliberate and strategic effort to transform its business model and position itself for long-term success. This aligns closely with the characteristics of reorientation as a typology of organizational change.

Conclusion

Starbucks has successfully navigated various changes in recent years, leveraging its strengths and addressing its weaknesses. The company's ability to identify and capitalize on opportunities while mitigating threats has contributed to its continued growth and success. By effectively balancing driving forces and restraining forces, Starbucks can maintain its competitive position and adapt to the evolving market landscape.

Starbucks’ Digital Shift

In the past three years, one significant change Starbucks implemented was its shift towards a more digital-focused business model, especially driven by the impact of the COVID-19 pandemic. The company emphasized mobile ordering, delivery services, and loyalty program enhancements.

• Enhanced mobile app with new features and user-friendly interfaces for digital ordering.

• Partnerships with delivery services like Uber Eats and DoorDash to expand their reach.

• New store formats like Starbucks Pickup stores, designed specifically for mobile orders.

• Expanded and revamped loyalty program, offering flexible rewards and multiple payment options.

• Investments in digital infrastructure and AI, improving both customer personalization and operational efficiency.

• Training for employees to handle the complexities of digital and delivery orders while maintaining a smooth in-store experience.

Strengths:

1. Strong Brand Loyalty: Starbucks has a loyal customer base, which makes it easier to encourage customers to adopt new digital methods (e.g., mobile apps, rewards).

2. Technological Leadership: Starbucks already had a strong digital platform, and their experience in using technology for customer engagement (like the mobile app) made the shift more seamless.

3. Improved Customer Experience: Digital ordering reduces wait times, offers convenience, and enhances customer personalization with the use of data analytics.

Weaknesses:

1. Operational Complexity: Managing in-store, drive-thru, and digital orders simultaneously increased pressure on staff and created logistical challenges.

2. Digital Divide: Not all customers are comfortable with using technology to order coffee, potentially alienating a portion of the customer base.

3. Higher Investment in Technology: The shift required significant capital investment in updating the digital infrastructure and training employees to manage new systems.

Opportunities:

1. Increased Customer Data: The digital platform allows Starbucks to gather more data on customer preferences, enabling more personalized offers and targeted marketing.

2. Expansion of Revenue Streams: With an enhanced digital platform, Starbucks can further capitalize on delivery services and increase revenue beyond physical locations.

3. Global Reach: The expansion of digital services makes it easier for Starbucks to cater to international markets, especially those with a popular delivery culture.

Threats:

1. Competitive Pressure: Competitors like McDonald's and Dunkin' are also advancing their digital offerings, forcing Starbucks to innovate continuously.

2. Cybersecurity Risks: Increased reliance on digital platforms heightens the risk of data breaches, which could damage Starbucks' reputation.

3. Technological Glitches: If the digital platform malfunctions or has technical issues, it can disrupt the customer experience and lead to negative feedback.

Lewin’s Force Field Analysis of Starbucks’ Digital Shift:

Driving Forces:

1. Customer Demand for Convenience: Customers increasingly prefer the convenience of ordering online or through an app, a trend accelerated by the pandemic.

2. Efficiency in Operations: Digital orders streamline the in-store workflow, reducing physical interaction and improving order accuracy.

3. Adaptation to Health and Safety Needs: The pandemic made it necessary to offer low-contact services such as delivery and mobile ordering.

4. Loyalty Program Integration: Expanding the rewards system digitally drives more customer engagement and fosters brand loyalty.

5. Emerging Technology: The development of mobile payment solutions and AI-powered customer services provided opportunities for Starbucks to implement more advanced tech in operations.

Restraining Forces:

1. Employee Resistance to Change: Shifting to a digital model increased stress on baristas who had to manage both in-store and digital orders.

2. Higher Operational Costs: Investments in digital infrastructure, staff training, and logistics for delivery services created financial pressure.

3. Customer Adaptation: While some customers embraced digital ordering, others, especially older demographics, found it difficult to adjust to mobile apps and online ordering systems.

4. Technical Challenges: The transition required overcoming technical difficulties such as app crashes, payment failures, and ensuring smooth user experience across platforms.

Result of the Change:

Driving forces ultimately outweighed the restraining forces, as Starbucks has successfully implemented the digital shift. By 2023, the company had experienced increased digital sales, higher customer engagement through its rewards program, and improved efficiency in managing orders. The company also became better positioned to handle future shifts in consumer behavior, such as increased demand for online ordering and delivery services.

However, the change also brought challenges, particularly in operational complexity and managing increased costs, which Starbucks continues to address through ongoing improvements in technology and staff training. Overall, this strategic digital shift has helped Starbucks to remain competitive in a rapidly changing retail landscape.

        Subject teachers are changed frequently.

        Not much creative activities for students

.) Attention to detail: Low

        Mostly, Students have to figure it out themselves all the information relate to administrative

.) Outcome orientation: High

        The institute focuses on the final results of students (the dregee), not paying much attention to the cumulative scores during the learning process.

.) People orientation: High

        The Institute has many ways to care about students and teachers such as surveys, direct questions regularly.

.) Team orientation: Medium

       Most student bonding group activities are only for first-year students (OW). Clubs are only for a specific group of students.

.) Agressiveness: Relatively low

        Students and teachers are encouraged to freely exchange ideas.

.) Stability: High

The institute still maintains ties with old foreign partners, at the same time, aims to develop ties with new partners (Japan).

2. Attention to detail: Advanced academic lessons require students to do research by themselves, providing students deep knowledge resources. (High)

3. Outcome orientation: assist students to have high competitive ability (critical thinking, problem solving,...) in labour market. (High)

4. People orientation: self-improvement during classes and career development through the mentor 1:1 program. (High)

5. Team orientation: Create teamwork in almost subjects, many clubs' activities and workshops, which helps students to grow in an international culture. (High)

6. Agressiveness: Let students seek chances by themselves in studying and working environment; competitiveness amongst grades, scholarships. (Medium)

7. Stability: ISME has many long-term partnership with UK universities (CU, UWE,...) with high reputations, ensure the quality and programs for every student. (High)

Rating: High

Example 1: The ISME Entrepreneurship Talks competition is an opportunity for students to develop business ideas, gain exposure to start-up practices.

Example 2: Innovation fairs such as the ISME Innovation Fair help students demonstrate their creativity in developing products and ideas.

Example 3: Students can test and present their projects to a panel of experts in start-up competitions, an environment that accepts the risk of success and failure.

2. Attention to Detail:

Assessment: High. IBD requires students to adhere to high academic standards and pay attention to detail, especially in exams and score requirements.

Example 1: Students must meet strict English language requirements such as IELTS (minimum 6.0, no skill below 5.5)

Example 2: IBD's entrance exam includes a comprehensive test with Math, Logic and Vietnamese content, requiring students to pay attention to every small detail

3. Outcome Orientation:

Assessment: High - The IBD program focuses on academic results and international certificates, ensuring that students achieve clear results.

Example 1: ISME aims to train students to become managers and leaders with the ability to work in an international environment, helping students achieve good output results both academically and professionally

Example 2: Students must meet academic and interview requirements before being accepted into the program, ensuring that output criteria for skills and knowledge are maintained

4. People Orientation:

Assessment: High. ISME cares about the personal development of students and creates conditions for them to develop soft skills.

Example 1: Stabilility organizes many extracurricular activities, seminars and events to help students improve their communication and teamwork skills

Example 2: The program supports students through international exchange opportunities, allowing students to be exposed to different cultures and learning styles​

Example 3: Orientation Week events are dedicated to new students, helping them to get acquainted with the learning environment and establish relationships with friends and lecturers​

5. Team Orientation:

Rating: High. ISME encourages collaboration and teamwork through group projects and activities.

Example 1: Students often participate in group projects throughout their studies, developing their collaboration and team management skills​

Example 2: Entrepreneurship competitions and projects require students to work in groups to develop business ideas, thereby strengthening their teamwork skills​

Example 3: Events such as My Smart Choice 2024 encourage students to work together to organize and manage events, helping to improve management and leadership skills.

6. Aggressiveness

High - The program promotes healthy competition, helping students strive to excel and achieve high results.

Example 1: Entrepreneurship and innovation competitions require students to compete with each other for prizes and development opportunities.

7. Stability

Moderate: ISME maintains a stable leadership and organizational structure, providing consistency. “Towards improving quality, optimizing efficiency to ensure the best and sustainable use of resources; a long-term vision is emphasized to ensure continuous development.”

Ánh Dương: Director + Navigator + Interpreter: 4.5

Mai Hạnh: Director: 4.5

Đức Bảo: Navigator: 4.5

Khánh Bằng: Director: 4.75

Quế Chi: Coach: 4.25

Thu Hà: Coach 4.75

Hồng Hạnh: Coach + Interpreter: 4

Thảo: I am a designer for my print-on-demand shop. I often have to create designs for customers to buy. The most popular creation from my customers is the shirt with pictures of lover printed on it. In addition, I have to work with customers every day to create designs according to their requests.

Uyên: I really like fried food. However, that food is not good for my health. So I bought an air fryer last month to reduce oil and still satisfy my eating habits.

Sometimes you accidentally forget your friends' birthday

This service will help you send gifts and wish you a happy birthday saying you sent them a gift on your birthday but we sent it late

Utilizes and combine several AI tools to generates slides in just 5 minutes.

• Ngoại hình: béo

• Tính cách: funny, kind, romantic

• Color that pop in to my mind when i see that person or friend: green

• Result: Birthday cake with that person's face on shrek body

• Present: a custom cup i made for him that has Shrek on it

First, you upload photos of your own fashion items on the app. Then you tell the app the activities or the event you are prepare to participate in. After that it will work to suggest you the appropriate and styling outfits from your own wardrobe for you.

The card, featuring the brand's logo, was designed to remind her of the brand while creating a special, close connection. This gesture not only pleasantly surprised her but also left a positive impression, making her feel valued and appreciated. Following the event, she reached out to ask about the gift, which led to her once again purchasing from and supporting the brand.

The effectiveness of this idea went beyond simply bringing a customer back; it also helped build a stronger relationship by showing that the brand cares not only about transactions but also values significant personal moments in customers' lives.

The motivation behind this idea was the need to provide users with an authentic experience and build trust in the product. I noticed that today’s consumers often want to see product quality and credibility through realistic visuals and transparent information. Therefore, offering inspection certificates, official announcements, and reputable evaluations were key to fostering trust. Specifically, for Vietnamese Herbal Cosmetics, the story of natural ingredient origins also adds a unique touch to create a lasting impression.

This idea not only attracted the attention of customers but also enhanced the brand's credibility and trustworthiness. Customers were presented with clear, accessible information through a short yet engaging video. Additionally, the sincere call-to-action fostered closeness, motivating customers to try the product. After implementation, I noticed a significant increase in engagement and interest in the product, demonstrating the effectiveness of using authenticity and credibility to connect with customers.

Hard: logic, reason, precision, consistency, exact, approximate, direct, focused, diffuse, analysis, specifics.

1. Metaphor

2. Dream

3. Humor

4. Ambiguity

5. Fantasy

6. Play

7. Hunch

8. Diffuse

9. Child

10. Approximately

11. Generalization

12. Humor

Hard:

1. Logic

2. Reason

3. Precision

4. Exact

5. Direct

6. Reality

7. Analysis

8. Paradox

9. Specifics

10. Adult

11. Consistency

12. Work

Soft: Logic, reason, precision, humor, consistency, play, work, exact, approximate, focused, fantasy, analyze, generalization, specific, child

2 Thinhking: Phương Nguyễn, Huy Thanh

2 coordinate: Hà Phương, Thiên Phương

4 Action: Minh, Ngọc , Tham Nhung,Thành

1.5 billion (premises, decor, processing, materials (tables, chairs), food

maintenance fee: premises, materials (food), human resources, electricity,

fixed fee (purchased from the beginning): tables and chairs,...

Business model

Type of pub: popular (suitable for a variety of customers, usually middle class, workers)

Action: Nguyễn Phương Linh, Lê Ái Linh, Đỗ Hương Liên

People: Chu Khánh Linh, Trần Khánh Linh, Nguyễn Khánh Linh, Ngọc Lan

1. History and Background:

• The Creator: Sir Clive Sinclair, a British inventor and entrepreneur, was renowned for products like the Sinclair ZX Spectrum home computer. He dreamed of creating an affordable, emission-free, and easy-to-use personal urban transport solution. 

• Initial Idea: Sinclair believed that electric vehicles were the future of transportation. The C5 was designed as a three-wheeled vehicle powered by a 12V battery, with a maximum speed of around 24 km/h (15 mph).

• Development: The design was crafted by Lotus Cars, while production was handled by Hoover, a company better known for household appliances.

• Launch: The C5 debuted in January 1985 at a price of £399 (equivalent to around £1,200 today).

1. Design and Features:

• Lack of Safety:

• The vehicle was too low to the ground, making it hard for drivers to be seen by larger vehicles like cars and trucks.

• It lacked safety features such as a cabin or seatbelts.

• Poor Performance:

• The battery’s range was limited to around 30 km (19 miles) per charge.

• Its low top speed made it impractical for urban commuting or long-distance travel.

• Weather Issues: The C5 had no roof, making it unsuitable for use in rain or cold weather.

2. Market Strategy:

• Targeting the Wrong Audience:

• Sinclair aimed the C5 at urban commuters, but in reality, it was more suited to small, quiet areas with minimal traffic.

• The marketing campaigns were seen as unrealistic and unconvincing.

• Unclear Positioning: The C5 was positioned between a bicycle and a car, but it couldn’t replace either. It wasn’t as practical as a bike or as safe as a car.

3. Social and Cultural Challenges:

• Social Perception:

• The C5 was viewed more as a “toy for kids” than a serious mode of transportation.

• Media outlets mocked the image of adults driving the C5.

• Infrastructure Issues: In the 1980s, road systems and policies were not designed to accommodate small electric vehicles.

• Financial Failure: Only around 12,000 units of the C5 were sold before the project was shut down. Sinclair lost millions of pounds, and his reputation suffered significantly.

• Pioneering Vision: Despite its failure, the C5 is seen as an early effort to promote personal electric vehicles. The ideas of environmentally friendly transport Sinclair pursued are now widely embraced.

• Collector’s Item: Today, the Sinclair C5 is considered a nostalgic icon, valued by vehicle collectors and tech enthusiasts.

In conclusion, the Sinclair C5 failed not because of its concept but due to poor execution and an unsuitable context. Its impractical design, misguided marketing, and unprepared traffic infrastructure led to its quick demise. However, it left behind valuable lessons on combining innovative vision with effective strategy.