Reference no: EM13850889

CASE STUDY - Harrison books

Harrison Books, owned by Sebastian and Rachel Harrison, is the only bookshop in a thriving market town. It stocks a wide range of books, to satisfy the varied demands of local people and the tourist trade. Over the years the Harrisons have expanded their business, until they now occupy two adjacent premises. In order to diversify they have just taken over the premises and business of a local record company.

Sebastian and Rachel Harrison have started re-organising the expanded company and want to set up a project to launch the new venture, although they cannot agree on what message the launch should put out. They now see two distinct sides to their business; new books and records are one area and rare/second-hand books, old records and memorabilia are the second area. Initial research has shown that specialising in the more niche, second-hand market will prove to be more lucrative and give them greater global exposure. The newly-limited company will be known as Harrison Collectables Ltd (HCL). This will require them to work much more closely with their business partners, especially the external marketing company which is reported to be struggling to pay its creditors.

Their prime objective now, having completed the restructuring of the expanded company, is to promote themselves to existing, new and potential customers. With this in mind they see the International Collectables Fair, being held in Oslo in three months' time, as the perfect place to launch their new venture. The new organisational structure and change plan, including refurbishment of all three shops, has been partially successful but the company needs to complete the rebranding process and be fully prepared for the launch event in Oslo.

The overall objectives for this 12-week project are:

? Ensure a professional, consistent and coherent ‘message' on all externally- presented media at the launch.

? Liaise with the external marketing company working on the HCL ‘brand' to finalise requirements and sign off designs.

? Plan and produce a catalogue of current HCL stock for distribution to specialist dealers and use at the Oslo launch. (It is envisaged that a catalogue will be produced quarterly).

? Ensure a ‘print-ready' version of the catalogue is produced in time to meet the printer's one month lead time for printing.

? Arrange delivery of sample stock, catalogues and other items to Oslo at least two days before the event.

However, Sebastian and Rachel Harrison have observed that there are some issues with merging of the two businesses together. Many of the employees of the record company enjoy what may be termed as a fun-loving atmosphere which, according to customer feedback, seems to translate itself into giving off a "couldn't care less" attitude to customers. Sebastian and Rachel Harrison have always stressed the importance of customer care to its own employees and that nothing should be too much trouble when it comes to dealing with a customer or potential customer. Another cultural difference between the two groups is that the existing staff are very used to working within the parameters laid down for them by Sebastian and Rachel Harrison whilst the new staff are very much used to making their own decisions. The problem is that as the Harrisons' have to focus on the rebranding of their business, they are taking the view that the cultural differences between their existing and new business will just have to resolve itself.

Half way through the launch project it becomes obvious that existing and new staff aren't getting along well and this is gradually threatening the viability of the business as customers start to become aware of hostility between staff members; existing staff are aghast that the new members of staff make any decision that they feel like, even if those decisions seem to contradict management philosophy.

Project Management Questions

1. Describe, in detail (about 1000 words), how you would go about the rebranding project. Ensure that you highlight 5 potential risks.

2. What issues have been thrown up by the merging together of two separate businesses and what would you do to attempt to resolve them?

3. On analysis an experienced project manager realises that 12 weeks for the rebranding project is nowhere near enough - 18 would be more reasonable. What would you do to ensure that the rebranding project could go ahead on schedule?

4. On balance, do you believe that going ahead with the planned launch in Oslo is a viable idea? State reason for your conclusion.