6-2 Journal Human Resources

User Generated

Pnzzl125

Description

To maintain strengths, improve weaknesses, capitalize on opportunities, and respond to threats requires the organization to have the right people. In this journal, consider the type of workforce changes you would recommend to reach your company’s strategic goal. Read through the case study of the company you have chosen to focus on for your strategy and change management plan and address the items below, based on the information provided in the case study document and your TOWS analysis in Module Two.

Review the resources for this module and the analysis you did on your chosen company. Then, complete the following for your journal:

  • Describe what kind of talent your chosen company needs. Support your answer with information from the case study.
  • Explain how the company can attract, retain, motivate, and develop the workforce to achieve its goals. Support your answer.
  • Attachment TOWS

    Case Study Deep Roots Distillery

    Link to book chapters 2, 8, 9 http://ezproxy.snhu.edu/login?url=http://search.eb...


    Unformatted Attachment Preview

    For the exclusive use of C. Hendrickson, 2017. W16113 DEEP ROOTS DISTILLERY Professor Paul Beamish wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-03-09 INTRODUCTION By September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While the start-up had taken a little longer than originally estimated, material progress was now in evidence. By November, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island Liquor Control Commission (PEILCC) outlets. However, numerous questions remained for Mike Beamish and his small, family-run business. Given capital and resource constraints, how could DRD grow into a competitive business? How should time be allocated between research and development, production, marketing, and administration? Would the startup’s current product/market strategy allow it to achieve its goals? If not, which expansion route should DRD take? BACKGROUND DRD was located in Warren Grove, Prince Edward Island (PEI), a village about 15 kilometres outside Charlottetown, the largest city in Canada’s smallest province. PEI’s population was only 140,000, but the province was a popular tourist destination, with 1.3 million visitors annually. The tourists were mostly from Canada (87.7 per cent), but with material numbers from the United States (7.7 per cent) and other countries (4.6 per cent). Most tourists visited from June to September, and tended to enjoy the area’s laidback lifestyle, beaches, fresh seafood, music, and scenery. The family-owned Beamish Orchard had been growing tree and field fruit since 1990. With over 500 apple trees, and by 1995, the orchard started to sell its apples by the roadside. As production grew, the family opened the farm to customers looking to pick their own fruit (u-pick). With a consumer trend toward more organically grown food products, the family decided in 2004 to move away from conventional agricultural practices. In 2005 the Beamish Orchard acquired full organic certification from Atlantic Certified Organic. The Department of Agriculture and Fisheries stated: This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 2 9B16M032 Fruit production was very diverse on Prince Edward Island. Lowbush blueberries made up the largest acreage of commercial fruit crops at 13,000 acres. Commercial cranberry bogs and strawberry fields were located across the province. Strawberry nursery stock was produced for export to the Southern [United States]. Twenty-thousand apple trees filled Island orchards, and the industry was expanding rapidly. Specialty fruits including raspberry, gooseberry, rose hips, black currants, and highbush blueberry were produced on small acreages. Rising interests in grape and the haskap berry had resulted in new developments of these crops. PEI had an active honey bee industry, which supplied approximately 6,000 colonies towards pollination services to the Island’s fruit crops annually. High-quality honey was also produced by the PEI beekeepers. 1 By 2012, the Beamish family fruit business had steadily grown, with sales reaching CA$17,000. 2 That year Mike Beamish retired from his full-time teaching job. His plan was to develop value-added products to increase the profitability of the farm. The business had previously introduced non-alcoholic apple cider, apple/fruit preserves, and apple butter. The idea of operating a distillery had been “fermenting” with Beamish for some time as a “fun retirement project,” and as a succession-planning business venture to ensure a viable future for younger family members. With increasing consumer demand for specialty alcoholic beverages, Beamish felt that a niche opportunity existed to produce and market a selection of “organically certified” vodka spirits and flavoured liqueurs. It would utilize fresh local fruit, contribute to PEI’s agri-culinary tourism, and add to the increased economic performance of the PEI organic food sector. In February 2013, an Artisan Distillery Workshop was offered through the PEI BioFoodTech, a government unit that provided technical services to PEI food and bioprocessing industries. Mike Beamish and his son, Paul, participated in this one-week comprehensive course from the Artisan Craft Distilling Institute of Washington State. It covered the fundamental technical aspects of distilling, equipment, licencing, processing, marketing, and sales. Additional workshops were offered in PEI in January and February of 2014. DRD was incorporated as a craft distillery in November 2013, using its own and other organically grown PEI fruit from which to generate distilled beverages. It used its own equipment and facilities, plus some newly purchased equipment. DRD already had access to a recently constructed Beamish Orchard building for its manufacturing and tasting area, which had cost the Beamish family $85,000 to build. The family also put together a budget of $58,000 for distilling equipment and some lease hold improvements, and was able to access a provincial grant to cover half this amount. Distillation required less space and equipment than the production of hard cider or wine. DRD complied with the prescribed PEILCC and Canadian Food Inspection Agency regulatory requirements to acquire a manufacturers licence. The business was a member of the PEI Vintners/Distilled Beverages Association and certified as Atlantic Certified Organic. It took about 18 months to obtain all the regulatory approvals for the distillery. DRD as a craft distiller featured hands-on operation in the making of small-batch spirits and liqueurs. Using craft pot/column distillery technology, it allowed for finer control over flavours and gave broad room for experimentation. In some instances, DRD used its own organically certified fruit and incorporated other local organic ingredients and employed unusual techniques to make small batches of 1 Prince Edward Island Department of Agriculture and Fisheries, “Agriculture on Prince Edward Island,” revised July 2015, accessed December 31, 2015, www.gov.pe.ca/agriculture/AgonPEI. 2 All currency amounts are in Canadian dollars unless specified otherwise. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 3 9B16M032 high-quality liqueurs and spirits. In a few instances, the product was crafted with locally sourced but not certified organic produce. The production process included the harvesting of fruit, the pressing of fruit to dispel the fruit cider, the fermenting of this cider liquid, and the distilling of the fermented liquid to produce 180-proof ethanol alcohol (90 per cent). DRD’s distilled spirits resulted from the collection of the ethanol (alcohol) that had been made by heating the liquid resulting from the initial fermentation of apple cider so that it became a vapour. The vapour was condensed on a cold surface and collected. A portion of the produced ethanol was bottled and sold as a pure vodka-type beverage (45 per cent alcohol), and the remainder was blended with fruit or liquid flavours to generate 25 per cent alcohol liqueurs. COMPETITION In the last 20 years the PEI alcohol beverage processing sector had grown considerably. By March 2014, there were three small distilleries, four wineries, and a growing number of craft brewing companies in PEI. The wineries were: Rossignol Estate Winery, Little Sands; Newman Estate Winery, Murray River; Matos Winery, St. Catherine’s; Honeydew Apiaries/Winery, Canoe Cove. The distilleries were: Prince Edward Distillery, Hermanville; Myriad View Artisan Distillery, Rollo Bay; and Matos Distillery, St. Catherine’s. Per capita sales of spirits and alcohol in PEI were $226, versus a national average of $182. Prince Edward Distillery was founded in 2007, and was best known for a vodka it produced using PEI potatoes. Its vodka was available in the PEILCC and some of PEI’s better-known restaurants and pubs. Between 2009 and 2014, the company had received a grant from the provincial government of over $70,000 for marketing and trade assistance, and a “conditionally repayable grant from the Atlantic Canada Opportunities Agency of $75,000 to build markets in Germany and Japan.” In March 2014, the owners announced that they were personally moving to Nova Scotia to open a second distillery, but planned to continue to operate the PEI distillery. 3 The Myriad View Artisan Distillery was founded in 2006. Overlooking the Northumberland Strait (the body of water separating PEI from the provinces of Nova Scotia and New Brunswick), it was advertised as the “Producers of Canada’s First Legal Moonshine and PEI and Atlantic Canada’s First Vodka, Gin, and Rum.” The pride of its distillery was a hand-crafted copper still from Germany. Matos Winery & Distillery had its start in 2007, when the two owners (both of Portuguese descent), purchased 50 acres of land and began planting Chardonnay and Gamay-Noir vines. Matos was best known for its award winning wines. It also had a distillery, and produced Portuguese-style alcohols such as licorice-flavoured anisette liqueur, a version of grappa, and a light port or sherry. Its products were available in PEI liquor stores and many restaurants on the island. Exhibit 1 provides a selection of the products (and prices) of some of the locally (and off-PEI) produced spirits and liqueurs. COMPANY PRODUCTS By September 2015, DRD had four products for sale in-house and at the PEILCC: 3 Teresa Wright, “Vodka Distillery Owners Leaving P.E.I.,” The Guardian, March 21, 2014. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 4 • • • • 9B16M032 Island Tide — 45 per cent spirit similar to a moonshine or vodka Blueberry — 45 per cent single-release spirit from a one-time available supply of wild blueberry wine Maple Liqueur — 25 per cent liqueur with maple syrup Camerise Liqueur — 26.5 per cent liqueur made from the haskap berry (edible blue honeysuckle) In addition, the company offered a gift pack containing 50-millilitre (ml) mini bottles of the first three products DRD expected to have two additional products for release by late November 2015 (both had gone through the required analysis and approval processes): • • Spiced Apple Liqueur — 33 per cent liqueur made from organic apples and flavours Absinthe — 72 per cent spirit from a blend of herbs and spices (small batch) Furthermore, before December 1, 2015, DRD expected to have all products available in individual 50-ml minis so as to take advantage of the tourist trade and the increased demand for small Christmas gift items. The choice to produce spirits versus liqueurs (or both), and mainstream versus more niche products, was motivated by a combination of founder preference, opportunity (in the case of converting blueberry wine into a liqueur), experimentation, and a perceived link to PEI. FINANCIALS In order to initiate production, DRD had incurred approximately $21,200 in capital costs to obtain the required equipment. Its production facility was leased from Beamish Orchard at $500 per month. In 2014, its first year of operation, DRD had a financial loss of $16,822 (see Exhibit 2). This was in line with expectations. In 2015, DRD expected to have a slightly larger net gain than forecast. Early expectations were that the company would break even for its first full year of sales; however, this estimate proved to be slightly conservative. The financial gain for 2015 was estimated to be $62,600, but this excluded all salaries and included $40,000 of year-end inventory (see Exhibit 2). The company balance sheet was also expected to improve in 2015 (see Exhibit 3). The price of the product sold to the PEILCC was $8.37 per bottle. The “final retail” price was just below $20.00 per 350-ml bottle. The remaining $11.58 went towards bottle deposit, provincial health tax, harmonized sales tax (HST), PEILCC mark-ups, and excise tax. For bottles sold at DRD’s retail store (or the Charlottetown Farmer’s Market), DRD earned approximately $12.24 per bottle, before production costs. For each of the four products, the production cost was $4.73 per 350 ml of spirits or fruit-flavoured liqueur. This $4.73 included ingredients for the production of the liquor, the bottle, label, cork, and boxes (approximately $3.50) (see Exhibit 4). Sales forecasts were $53,000, at retail, for 2015. No employee salaries had been paid to date. Mike Beamish wanted to first create a stable operation with sustainable income before withdrawing additional funds or paying salaries from the business. In practice, This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 5 9B16M032 this meant that any of his children could work evenings and weekends to help out, but would require paid full-time work elsewhere until the business grew in scale. MARKETING The company had lots of ideas for promoting and advertising its products (see Exhibit 5), and had earlier developed a marketing budget of $17,150 for the period from October 2013 to December 2014. Budgets were tight however, so the company was unclear about where its relative emphasis ought to go. Its website (http://deeprootsdistillery.com/) provided a history of the company, new product details, drink recipes, information on tours, and a map to its location. SUCCESS TO DATE DRD’s four products had been well received in the marketplace and had begun to develop a loyal client base. The original expectation was that Island Tide would be the number one product. However, the Maple Liqueur was outselling the other currently available products by a factor of approximately five to one. Its success was in part based on the use of pure maple syrup and the versatility of the liqueur in beverages as well as cooking. The liqueur had been widely promoted to Island chefs and was used in some meals and drinks at various restaurants. With the release of the Camerise Liqueur in July, uptake had been encouraging but it was too soon to know if there were going to be a significant number of repeat purchases (see Exhibits 6 and 7). Again, the popularity was based (at least in part) on the uniqueness of the flavor, as well as the versatility of use. All DRD products enjoyed steady repeat sales both from PEI residents and from visitors. The company had received many requests to introduce a mail-order option. The fall 2015 edition of the Food Island Partnership 4 publication had opened up networking and promotional opportunities for all Island businesses. PEI, as a whole was becoming recognized as a destination for all food-related services. DRD was included in the “Culinary Trail Guide to PEI Flavours,” and this had resulted in significant interest. DRD also tracked several visits resulting from its appearance in Trip Advisor with positive recommendations. CURRENT CHALLENGE Mike and Carol Beamish had five children ranging from ages 22 to 31. An overarching objective was for DRD to become a viable business that was sufficient to generate a net business income of $36,000 during the initial year of operation, and ultimately, to support at least two people with a combined annual salary of at least $80,000 for the long term. The big question was how to get there. 4 Foodland Partnership, accessed December 31, 2015, http://foodislandpei.ca/. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 6 9B16M032 EXHIBIT 1: SELECTIVE COMPETITIVE PRODUCTS, 2014 Company/Brand Arlington Orchards (PEI) Rossignol Winery (PEI) Honeydew Apiaries (PEI) Myriad View Artisan Distillery (PEI) Prince Edward Distillery (PEI) Matos Winery & Distillery (PEI) Sheridan’s (Ireland) O’Darby (Ireland) Sangster’s (Jamaica) Amarula (South Africa) Cadbury (United States) Bailey’s (Ireland) Kahlua (United States) Tia Maria (Italy) Kamora (United States) Grand Marnier (France) Cointreau (France) Irish Mist (Ireland) Gurtler Schloss Kirsch (Austria) Sour Puss (United States) Dom B & B (France) Jagermeister (Germany) Smirnoff (Canada) Polar Ice (Canada) Iron Works (Lunenburg, Nova Scotia) Products Hard Cider Wild Rose Liqueur Mead Strait Rum Strait Shine Strait Vodka Potato Vodka Gin Anisette Bacago Irish Coffee Liqueur Irish Cream Liqueur Rum Cream Liqueur Marula Fruit Liqueur Cream Liqueur Irish Cream Liqueur Coffee Liqueur Cinnamon Spice Liqueur Cream Liqueur Coffee Liqueur Liqueur Liqueur Liqueur Cherry Liqueur Watermelon Liqueur Liqueur Herb Liqueur Vodka Vodka Vodka Blueberry Liqueur Cranberry Liqueur Volume/ml 750 375 375 750 750 750 750 750 750 500 750 375 750 750 750 375 375 375 375 375 375 375 375 375 750 375 375 375 375 375 375 375 % Alcohol 7.5 15 12 40 50 40 40 40 31.8 40 15.5 17 15 17 17 17 20 20 20 20 40 40 35 40 15 40 35 40 40 40 26 26 Price $ 14.95 42.00 8.50 35.00 27.95 27.95 55.25 49.85 34.95 29.95 31.95 14.00 29.45 26.90 29.90 16.95 16.95 16.73 14.00 14.00 23.95 21.25 18.90 19.00 23.50 19.95 15.65 14.50 14.50 25.00 25.00 25.00 Source: PEI LCC retail stores/company websites. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 7 9B16M032 EXHIBIT 2: DEEP ROOTS DISTILLERY Unaudited Statement of Income and Deficit for the Year Ended December 31 Revenue Cost of goods sold Purchases Inventory – end of year Subtotal Gross profit 2014 – 41.5% Expenses Advertising Bank charges and interest Credit card commissions Depreciation Dues and fees Office Product development Professional fees Rent Repairs and maintenance Small tools and supplies Training Travel Subtotal Net gain (loss) for the year Gain (deficit) – beginning of year Gain (deficit) – end of year 2014 $ 14,480 Estimate 2015 $ 53,000 24,819 16,341 8,478 6,002 10,500 40,000 (29,500) 82,500 2,996 205 151 3,783 1,044 251 3,582 1,780 6,000 927 1,457 250 398 22,824 (16,822) (3,640) (20,462) 1,000 200 150 4,000 1,000 500 2,000 500 6,000 1,000 2,000 50 1,500 19,900 62,600 (20,462) 42,138 *Excludes salaries Source: Company records. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 8 9B16M032 EXHIBIT 3: DEEP ROOTS DISTILLERY Unaudited Balance Sheet as at December 31 Assets Current Cash Investment tax credits receivable Government funding receivable Harmonized Sales Tax receivable Inventory Subtotal Property and equipment Investment tax credits recoverable Federal excise tax deposit Total assets Liabilities Current Accounts payable and accrued liabilities Advances from (repayment to) Shareholder Subtotal Deficit less capital stock Deficit/surplus Capital stock Subtotal Total liabilities 2014 $ Estimate 2015 $ 3,221 581 7,045 16,341 27,188 10,000 12,000 38,000 60,000 17,432 872 5,000 50,492 18,500 5,000 83,500 5,417 65,437 70,854 5,800 35,462 41,262 (20,462) 100 (20,362) 50,492 42,138 100 42,238 83,500 Source: Company records. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 9 9B16M032 EXHIBIT 4: COSTS FROM RETAIL TO PRODUCER (350 ml) Retail price to customer PEILCC On-Site (DRD Store) Maple Liqueur 25% Alcohol Maple Liqueur 25% Alcohol $19.95 $19.95 0.10 2.44 0.10 2.44 17.41 17.41 3.48 3.48 13.93 13.93 3.72 0.67 10.21 13.26 1.84 1.02 $8.37 $12.24 Cost of sales: Sugar Fruit/maple syrup/flavourings Other Bottles, caps and labels Shrink tops Boxes Propane Labour Overhead (rent, electricity) 0.18 0.70 0.02 2.00 0.15 0.12 0.01 0.55 1.00 0.18 0.70 0.02 2.00 0.15 0.12 0.01 0.55 1.00 Cost of sales: 4.73 4.73 3.64 7.51 Deposit HST Basic price Health tax (25%) Price after PEILCC markup Markup from PEILCC (36.45% or 5%) Amount paid by PEILCC Excise duty – 350 ml bottles Sale amount to producer Gross profit Notes: Liqueurs were produced in 400-litre batches. Each batch would provide 1,100 350-ml bottles of output. The actual production time would be spread across four months. Each batch required 30 hours of labour: 10 hours to blend, two hours to mix, and 18 hours to bottle. This worked out to less than two minutes per bottle. Source: Company records. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 10 9B16M032 EXHIBIT 5: MARKETING IDEAS 1. Taste testing at events, liquor stores, on-site at the distillery, etc. Product sampling cost $1,100. 2. Promotion to local chefs in higher-end restaurants. (Liqueurs can be offered as stand-alone drinks, or served over ice cream). 3. Old Home Week cooking demonstration using the products. Old Home Week was the annual local exhibition held in mid-August that drew tourists as well as former PEI residents visiting home. 4. Write-up in local magazines. 5. Advertising in local papers. A Yellow Pages listing was $50; a product brochure was $600; newspaper ads were $1,500. 6. Social media. YouTube video production was $1,000. 7. Website (original development costs were $3,000). 8. Meetings and conventions in PEI. A host tourism event was $200; Cost to sponsor part of Certified Organic Co-op dinner was $500; PEI Vintners Association networking events cost $500. 9. Food Island Partnership — A new PEI initiative to market PEI as the “Food Island” and its products nationally and internationally and explore new opportunities for trade. 10. Word of mouth. 11. Charlottetown Farmer’s Market. This market is located about five minutes from the Charlottetown Port and waterfront shops. It operated on Saturdays year-round and on Wednesdays between May and mid-October. It received 1,000 visitors per week in the summer and the shoulder seasons, 500 through the winter. Signage was $200. Display counter was $500. 12. G! Magazine. This monthly free publication contained information on what was happening on the Island. About 25,000 hard copies were distributed throughout the Island to tourist attractions and centres and it was available and accessible on line. 13. Signage, road frontage. Distillery gate/road signage was $1,300; distillery building signage was $200. 14. Apparel; Glassware, coasters, gift bags. All product bags were stamped with the DRD information and logo. 15. In-store display counter was $500. 16. Customer testimonials. 17. Tourism PEI Visitor’s Guide: Cost was $512. There were close to 200,000 copies of the Visitors Guide printed each year, with another 1.9 million people accessing information online. 18. PEI Department of Highways/Tourism PEI road directional signage ($500 onetime; $200 annually). 19. Trip Advisor reviews and comments were positive. Clients referenced the site when visiting. 20. DRD hosted an open house advertised on social media in the early part of the summer with coverage by local CBC. 21. The close-knit community of the Island provided a unique opportunity to obtain media attention for events, launches, and information. Source: Company records. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. For the exclusive use of C. Hendrickson, 2017. Page 11 9B16M032 EXHIBIT 6: ORDERS TO PEILCC FROM JUNE TO AUGUST 2015 (CASES OF 12) Product Maple Island Tide Blueberry Camerise Total June 10 5 10 25 July 30 10 40 August 10 5 5 32 52 Total 50 20 15 32 117 Source: Company records. EXHIBIT 7: ON-SITE SALES (BOTTLES) AT FARMER’S MARKET & SHOP LOCATION IN 2015 January February March April May June July August Subtotal Tide Blueberry Maple Camerise 3 7 9 2 9 17 21 30 98 3 4 10 2 8 28 44 49 148 37 19 26 24 33 19 84 116 358 75 75 Gift Pack 5 3 4 6 10 12 32 43 115 Source: Company records. This document is authorized for use only by Carmen Hendrickson in OL-501 Business Foundations 17TW2 taught by Lindsay Conole, Southern New Hampshire University from November 2017 to May 2018. TOWS of Deep Roots Distillery 2-1 Discussion Question OL-501-X2191 Business Foundation Threats Competition New Government regulations, since more competition is arising Other Distilleries wineries, craft brewing companies in PEI Non-local companies targeting their Weather Opportunities Marketing Catering to customers to pick their own fruit Utilize Loyal customers to promote company by word of mouth Attempt opening other locations throughout Canada Utilize Social Media as an advertising mechanism Add additional product/products that competition does not carry Promotion of Liqueur is needed 1 Weaknesses Limited Tourist Season Limited Products Only Location Nothing designated for non-peak season Limited Resources Strengths Product Line Family owned and Operated Loyal Customers Business known for over 20 years Fully Organic Certified Ingredients are locally grown and not imported 2
    Purchase answer to see full attachment
    User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

    Explanation & Answer

    COMPLETE. Kindly download the FINAL file below and let me know if you need something fixed

    Running head: JOURNAL

    1

    Human Resources
    Name
    Instructor
    Course
    Date

    JOURNAL

    2

    The Deep Roots Distillery (DRD) is a wine distilling company that has had a long history
    of how it came to be changed and finally made to be a distilling plant that it is currently. This
    company which is located at Warren Grove in Prince Edward Island (PEI) started from simply
    selling fruits before being turned into a distillery by Mike Beamish (Hendrickson, 2017). The
    population of this island is not so big but the business is boosted by a large number of tourists
    that it receives annually. This company has made some remarkable progress in the manner in
    which it carries out business but more can be done so that it fully achieves its goals. These can
    only be achieved by making some few changes that are constructive and geared towards a
    profitable direction. There are various types of talents that the DRD needs so that it can run its
    activities smoothly and make profits as required.

    Talent in communication skills is really needed by this company. In most cases,
    organizations to major on the technical skills but this should not be the only thing.
    Communication skills are as well a very important aspect of the company. This is something that
    is assumed to be in the DRD Company but in the real sense may not be there fully as expected.
    Mr. Mike Beamish and his son just went for a short training at the Artisan Craft Distilling
    Institute of Washington State but learned the technical aspects of brewing and distilling. Good
    communication skills have tremendous benefits to the company ranging from obtaining to
    retaining customers. A global mindset talent is as well needed. This entails the ability to work
    with different cultures and this is very vital. DRD is located in a place that receives many tourists
    who are from different cultures. This talent will, therefore, help to ensure that each and every
    person attended to is understood and served in a manner that is friendly and familiar to them.
    They can achieve this if they employ other people with knowledge of other cultures or if they
    train some of their workers about other cultures (Hendrickson, 2017). Management talent is also

    JOURNAL

    3

    needed in the company. This is a family business but employing another more qualified manager
    to help with technical advice and management will work greatly. Mr. Beamish can simply bring
    in another professional who is qualified to help in management.

    Moreover, companies do have their goals that they aim to achieve after a given period of
    time. Apart from other few factors, the success relies on the workforce or simply the employees.
    In order to achieve these goals, the workforce has to be developed, attracted, retained...


    Anonymous
    I was having a hard time with this subject, and this was a great help.

    Studypool
    4.7
    Trustpilot
    4.5
    Sitejabber
    4.4

    Related Tags