Men’s Wearhouse: Success in a Declining Industry Essay

diagnosisAfter reading the whole case, I believe that the hiring policy was not followed was the biggest problem. The precedent that was because the regional and district managers did not real follow the way it should be. Since the phoner expand rapidly, the managers had the pressure to fill positions quickly in order to run the company well. At the meanwhile, managers had to check a large numbers game of applications from gross revenue people from other retailers and it was authentically hard for managers to recognize who were potentnessly consultants, not works.Therefore, in that location was tendency to prosecute those who had more(prenominal) than than experiences. The company dog-tired a set of resources on training people who grew up in retail they want of latent to be consultants and mentally existence a sort of clerk kind and it would be less effective. Also when they face to customers they belike lack of passion and sluggishly during work. The semipermane nt impact of the problem would be there were not enough employees suffice as consultants and clerks would not discover promoted. And customers who were treated sluggishly would not come back, eventually would coin companys reputation and sales volume in long-term psychoanalysisSince employees who grew up in retail they lack of potential to be consultants and mentally being a sort of clerk kind, whence it would be hard for company to diverseness their minds. By using SWOT analysis, I found out strengths of this company was the core group idea that they are not nevertheless selling c mounths but also apprehension people, both your teammates and your customers. The weakness was not all(prenominal) employee understand this idea and treat customers the company wishes. Opportunities were their minds would be change after intense training. Threat would be company spent extra resources on training.RecommendationMy touch on this problem is managers should be more responsible for hiring employees, and also they can get commissions if people who get promoted as qualified consultants. In the meanwhile, their wages would reduce if potential consultants perform badly in the future. By performance appraisal and sales data, higher-ranking mangers can make decisions on whether lowly managers get commissions or not. Outcomes I brook mangers would follow the fundamental way to hire employees and they directly take responsibilities for their performance of those they hired. Mangers would be careful when they check the applications and since the employees have more consultant potentials than being a clerk, the company would save a lot of resources and spend these resources on more effective uses