Two Hotels
Model answers to short cases
Acme Whistles
1. What is the overlap between operations, marketing and product/service development at Acme Whistles?
The simple answer to this question is, ‘There is a very significant overlap between these functions’. The underlying question is ‘Why’? Partly, the reason is size. As Simon Topman says in the example, small companies cannot afford specialist functions so at a managerial level everyone does everything to some extent. This becomes especially true when the boss of the company is also the owner. It is literally his own money that is being spent when creating any new managerial roles. Partly also the tradition and competitive stance of the company has an influence. This is a company that competes on quality and innovation. Both these things rely on informal communications within the organization and a fast moving, agile ability to checkout and implement new ideas.
Oxfam
1 What are the main issues facing Oxfam’s operations managers?
Broadly, Oxfam will have the same issues as any other operation. They must define their strategic objectives, design appropriate processes that deliver appropriate services, plan and control those processes, and continually adapt and improve how they deliver their services. But they also have some particularly difficult challenges because of their status as an emergency and caring organization.
They must provide a global service. By definition, Oxfam’s scope of operations is global. Anywhere a disaster is likely to strike could receive the attention of the charity. However, much of Oxfam’s work is not concerned with the high profile disaster relief side of its business, but rather the ongoing community development projects it undertakes. Most of these projects will be in the poorer, less developed parts of the world. The implication of this is that, from an operations point of view, services must be delivered without an assumed level of infrastructural support. The ability to adapt
Acme Whistles
1. What is the overlap between operations, marketing and product/service development at Acme Whistles?
The simple answer to this question is, ‘There is a very significant overlap between these functions’. The underlying question is ‘Why’? Partly, the reason is size. As Simon Topman says in the example, small companies cannot afford specialist functions so at a managerial level everyone does everything to some extent. This becomes especially true when the boss of the company is also the owner. It is literally his own money that is being spent when creating any new managerial roles. Partly also the tradition and competitive stance of the company has an influence. This is a company that competes on quality and innovation. Both these things rely on informal communications within the organization and a fast moving, agile ability to checkout and implement new ideas.
Oxfam
1 What are the main issues facing Oxfam’s operations managers?
Broadly, Oxfam will have the same issues as any other operation. They must define their strategic objectives, design appropriate processes that deliver appropriate services, plan and control those processes, and continually adapt and improve how they deliver their services. But they also have some particularly difficult challenges because of their status as an emergency and caring organization.
They must provide a global service. By definition, Oxfam’s scope of operations is global. Anywhere a disaster is likely to strike could receive the attention of the charity. However, much of Oxfam’s work is not concerned with the high profile disaster relief side of its business, but rather the ongoing community development projects it undertakes. Most of these projects will be in the poorer, less developed parts of the world. The implication of this is that, from an operations point of view, services must be delivered without an assumed level of infrastructural support. The ability to adapt