Final Paper - Large Scale Businesses and Damage Control By...

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Large Scale Businesses and Damage Control By Group 8 Leader: Mike Hang Rudy Arenas Langley Bai Laura Eckert Daniel Garza Isuru Perera Anthony Ponce Adam Trang Vicki Tsui Austin Varner Management and Human Resources 301 Section 1 Tuesday and Thursday 10:00 AM – 11:50 AM TurnItIn.com ID: 46487998 Dr. Mansour Shariffzadeh Spring 2007
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Page i of 27 Table of Contents Introduction .......................................................................................................................... 1 Exchanges ............................................................................................................................ 1 Returns ................................................................................................................................. 3 Recalls .................................................................................................................................. 7 Government Intervention with Large Businesses .............................................................. 10 Employee Misconduct ....................................................................................................... 20 Conclusion ......................................................................................................................... 22 Interviews ........................................................................................................................... 23 Works Cited ....................................................................................................................... 26
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Page 1 of 27 A great leader is considered to be someone who can bring the best out of others; a person who can put new direction into subordinates and bring about changes and growth. Many times we forget that great leaders not only handle the potential of a company, but also the defense. In the business world, things go wrong. Products aren’t always perfect and employees aren’t always happy. Damage control is a term reserved for important business decisions regarding potentially dangerous situations a company can go through. The ability to handle bad situations is what exemplifies a great manager, and a powerful leader. The most basic form of providing customer satisfaction in response to an unwanted product (or product defect) is an exchange. A basic transaction between buyer and seller where the buyer returns the original product purchased and is given the same product type or a selection of products equal to the value of the original in return. An exchange allows the customer to get what they want, the retailer to be sure that the customer can trust them, and the manufacturer to maintain a good reputation. Exchanges usually don’t affect buyers and sellers, but manufacturers take the end hit. It is then up to manufacturers to increase their production quality. In an effort to maintain total accuracy, our group performed two interviews from mid tier managers. One interview that our group conducted was from the Target store located in Rosemead, California. The manager on duty, Ms. Julie Kula, informed us that “In order for exchanges to be executed, a return to vendor warrant must be issued and
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Page 2 of 27 depending on what distributor the store bought their merchandise from, the purchasing store pays anywhere from a 0% - 5% restocking fee on the price the item was bought at.” If someone tried to exchange an opened item that the store bought from the vendor for ten dollars, and the vendor charges a 5% restocking fee, the company must pay the vendor must pay fifty cents per item returned. This may not seem much, but “in a typical month, the Rosemead branch sends approximately 800 to 900 items to be returned to the vendor, and due to variations of different cost per product, their cost can be anywhere from $2000 to $3000 on an average month.” (Kula) Furthermore, exchanges are not properly managed at the target location. Ms. Kula herself “sometimes bend[s] the rule and exchange items up to three month sometimes because the item is [not worth fighting the customer about].” As a store manager, she knew that she was not to
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