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1 6-1 Milestone Two: Risks Sean D. Stratton Southern New Hampshire University MBA 640: Finance Economics & Decision Professor. Higgins 03 August 2021
2 6-1 Milestone Two: Risks Internal When beginning on a new project, businesses need to be aware of all potential risks associated with the process. There are several internal dangers that Nordstrom needs to be mindful of as it attempts to grow its business and area internationally. In short, Nordstrom will face the same internal dangers in the UK market as it does in the U.S. According to Beers (2021) these internal dangers include: Employees that are unmotivated, Leadership that is ineffective Turnover of workers, Material manufacturing and distributor failure, Inventory that has been stolen, lost, or mishandled. A good group of workers that support the business's objectives and ambitions in regard to expanding Nordstrom Inc. will be one of the most significant resources a business may have when going into a new area. Unmotivated staff can impede the process of increasing consumer happiness while also decreasing shop upkeep and sanitation. Unmotivated workers can also organize strikes that can seriously harm Nordstrom Inc's. image in the new market. Consumers will be put off as a result, and the success of the new initiative will be jeopardized. Then there is ineffective leadership. Even though it is critical for Nordstrom Inc's. staff to be motivated, it is equally essential for the business to have strong leadership. Strong leaders will encourage staff to look and think outside of the box while still driving the projects along on a daily basis. In addition to assisting staff, strong leaders are always on the lookout for innovative methods to
3 enhance productivity, consumer happiness, as well as other organizational demands, which they subsequently incorporate into the planning process. When it comes to the labor and human aspect of the business, the inability to have strong leadership signifies a massive failure in growth. Poor leadership also results in significant staffing shortages. With staff turnover producing a revolving door of training and supervision, as well as the loss of future perspectives leadership, it is crucial to know the role that staff turnover serves. As Nordstrom Inc. expands, they are going to need leaders from outside the business, this will help bring in innovative thinking and new ideas, but they are also going to need somebody who is going to understand the internal dynamics of the organization and locations inside a certain area and market. If turnover starts to become a serious concern, locating that internal worker who understands the internal dynamics will be a lot more difficult. Aside from hazards associated with human operations aspect, there are dangers involved with both organizational processes and supplies. Because Nordstrom Inc. is a retail shop rather than a manufacturing company, it is critical that both the production and supply companies be as competitive as Nordstrom Inc. is. If there is any failure in the materials that are going to be

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