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    This document provides a summary of changes made at CellphoneS, a telecommunications retailer in Vietnam. It describes the company's history and growth between 2007-2014. It then outlines the internal and external forces driving changes, including competition, customer satisfaction, and business performance. A program for change included reengineering business processes like sales, inventory, and warranty processes. The company also changed its organizational culture by restructuring departments, focusing on outcomes over revenue, and creating recruitment and reward programs. Resistances to change included conflicts between directors and managers and resistance from staff. Strategies to manage change included communication, employee involvement, and creating urgency. Risk management was also discussed.

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    This document provides a summary of changes made at CellphoneS, a telecommunications retailer in Vietnam. It describes the company's history and growth between 2007-2014. It then outlines the internal and external forces driving changes, including competition, customer satisfaction, and business performance. A program for change included reengineering business processes like sales, inventory, and warranty processes. The company also changed its organizational culture by restructuring departments, focusing on outcomes over revenue, and creating recruitment and reward programs. Resistances to change included conflicts between directors and managers and resistance from staff. Strategies to manage change included communication, employee involvement, and creating urgency. Risk management was also discussed.

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    552 views31 pages

    Emerging Issues

    Uploaded by

    Đỗ Việt
    This document provides a summary of changes made at CellphoneS, a telecommunications retailer in Vietnam. It describes the company's history and growth between 2007-2014. It then outlines the internal and external forces driving changes, including competition, customer satisfaction, and business performance. A program for change included reengineering business processes like sales, inventory, and warranty processes. The company also changed its organizational culture by restructuring departments, focusing on outcomes over revenue, and creating recruitment and reward programs. Resistances to change included conflicts between directors and managers and resistance from staff. Strategies to manage change included communication, employee involvement, and creating urgency. Risk management was also discussed.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 31

    Emerging Issues

    In Management
    Final Report

    Group
    members
    1.Do Duc Viet
    2.Nguyen Thi Thu
    Huyen
    3.Dinh Thuy Dung
    4.Nguyen Thanh Van
    Class: E6 FBA
    5.Nguyen Duc Viet
    Instructor: Mr.Ngo Quy Nham

    OVERVIEW
    Introducti
    on
    Change
    s

    Resistances
    to change
    Risks
    Manageme
    nt

    Forces to
    change

    Strategie
    s

    Program
    to change

    Conclusio
    n

    1
    INTRODUCTION

    HISTORY AND DEVELOPMENT

    2007 - 2011

    CellphoneU
    K

    2011 - 2013

    Cellphone
    S

    2014

    HISTORY AND DEVELOPMENT


    H THNG BN L V CUNG CP CC DCH V MUA
    BN SA CHA IN THOI, MY TNH BNG
    200 NGN
    KHCH
    HNG

    8 NM
    CELLPHONES
    HNH THNH
    V PHT
    TRIN
    5000 THNH
    VIN
    SMEMBER

    Main Business activities

    Companys position in the


    market
    Revenue (2014): 930 billion VND

    Top 2 seller in
    Telecommunication Device
    Business
    2015

    19 stores

    Core value
    Consumers
    Satisfaction

    Become The Pioneer

    2
    Forces to Change

    External Forces
    The
    differen
    ces
    The
    demand

    Competition

    Custome
    rs
    satisfacti
    on

    Custom
    er care
    function

    Technology

    Internal Forces

    Business
    performance

    Organizational
    Culture

    3+
    4

    CHANGES
    PROGRAM TO
    CHANGE

    Business Process Reengineering


    MAIN PURPOSES
    Standardize all steps of business
    process
    Improve quality of serving
    In the 1st quarter of 2012, Mr. Van
    Nguyen, CEO of CellphoneS decided to
    hold a meeting of BOM to announce and
    make plan for
    Full set of Cellphones business
    processes.

    Program to
    change

    Direct Sales Process

    Program to
    change

    Inventory management process

    Program to
    change

    Warranty process
    Synchroniz
    Informatio
    ed
    information
    n check
    system

    Technical
    Immidiate
    check
    ly

    Working
    No
    more
    day
    thanof
    7
    warranty
    days

    Customer
    receive
    device

    Change in organizational culture


    MAIN PURPOSES
    Create professional working
    environment
    Build up cultural factors

    In 2014, Mr. Van Nguyen, CEO of


    CellphoneS decided to hold a meeting of
    BOM to announce and make plan for
    Cellphones organizational
    culture.

    Change in organizational culture


    Program to change

    Organizational structure and decision making


    Founder does not always make small decisions. In
    each store, there is a leader who is responsibility
    for its staffs, operations, revenue.
    Organization is separated to many departments in
    which they focus on main their tasks.

    Organizational
    Structure
    Board of
    director

    Manager

    Accounting

    Human
    resource

    Customer
    care
    departmen
    t

    Soft IT

    Hard IT

    The chain
    of store

    Sales

    Cashier

    Transport
    system

    IT

    Security
    guard

    Business
    developme
    nt research

    Marketing

    Change in organizational culture


    Program to change

    Outcome orientation
    The outcome they got was temporary. They earned money
    and always provide new product at first. Thats all.
    Absolutely, they had rough time and be estimated to go to
    bankruptcy.
    After this failure, they changed. The outcomes they want to
    achieve are more than revenue those would decide success
    or failure in an organization.

    Revenu
    e

    Custom
    er

    Change in organizational culture


    Program to change

    Recruitment and Training program

    Mentor

    Superviso
    r

    Encourage Part-time

    Change in organizational culture


    Program to change

    Reward policy
    Main salary
    Revenue salary
    Task salary

    Resistances to
    change

    Resistances to change
    1.Conflicts between board of director and
    manager

    2.Hiring employees works full time or


    part time.

    3.Staffs are resistance affecting to change

    6
    Strategies

    Strategies
    1. Create a sense of
    Urgency
    2. Communicating During
    Change Efforts
    3. Employees
    involvement

    7
    Risks Management

    Risks Management

    THANKS FOR
    LISTENING

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