Business Case: Cafe in Jersey - Strategy, Analysis, and Solutions

This report presents a business case study focused on a cafe in Jersey, addressing challenges stemming from a merger and acquisition, and lack of employee training. The study begins with a description of the firm, Company A, and outlines the business problems faced, including managerial difficulties and employee skill gaps. The core of the report details a consultancy strategy, comparing and contrasting expert and process consultancy models. The report suggests the application of expert consultancy for addressing training needs, while process consultancy is recommended for resolving managerial challenges. Resources, timelines, scopes, targets, deliverables, and potential risks are also considered. The report concludes with a self-reflection section and a list of references, providing a comprehensive analysis of the business case and recommended solutions.

Business Case: Café in
Jersey

Contents
DESCRIPTION OF THE FIRM AND SUMMARY OF THE BUSINESS PROBLEMS.............1
THE CONSULTANCY STRATEGY.............................................................................................2
Type of consultancy model..........................................................................................................2
Resources.....................................................................................................................................3
Timeline.......................................................................................................................................5
Scopes and Targets......................................................................................................................6
Deliverables and risk...................................................................................................................6
CONCLUSION................................................................................................................................7
SELF REFLECTION REPORT......................................................................................................7
REFERENCES................................................................................................................................8

DESCRIPTION OF THE FIRM AND SUMMARY OF THE BUSINESS
PROBLEMS
Company A is a business organisation which operates and manages its business in Jersey.
UK with the help of its 26 cafes. Through its cafes and shops, the workers of respective
establishments serve coffee, tea and homemade cakes as well as cold and hot lunches and
sandwiches. All the 26 cafes of this firm are open six days a week and each of cafe or shop has
one shop administrator and three staff members that employed on a full time basis to run and
administrates the cafe and offer its services to its target people (Budur, Faraj and Karim, 2019).
In 2019, first time, Company A planned merger with Company G which owns seven coffee shop
in Jersey. But due to acquisition Company A faced challenges related to managerial activities.
Also, the respective company train the workers of Company G so that can comply with the
policies of particular firm. Along with this, the employees faced issue of lack of training.
The management of Company faced some challenges due to acquisition and merger. In
term of dealing with them, there are some assumptions which can be considered here as
objectives. In 2019, Company A planned the acquisition of Company G. Company A’s owners
plan this action to become preponderant in the Jersey market, but it is the first time respective
venture operate a merger and acquisition strategy. Cause of this acquisition, the particular firm
lead to challenges in context of managerial activities. Due to managerial challenges; the
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management of the venture is not able to manage the business effectively or in more amended
way which affects the performance of the venture. Also, cause of not to get training periodically,
the employees of the company are not execute their responsibilities and manager the firm in
improved way which affect the sales and profitability of venture
In term of managing and getting over form the faced issues and challenges in term of
managerial activities and lack of training, the management of Company A can consider
consultancy model. Regarding the challenge of managerial activities, the management of the firm
can effectively follow and consider expert consultancy modal and process consultancy planning
as well as make development in their managerial practices (Brehmer, Podoynitsyna and
Langerak, 2018). Additionally, to get over and manage the issue of lack of training, the
administration of Company A can conduct training sessions and programmes to its employees so
that they can perform their assigned duties and responsibilities in effective manner.
THE CONSULTANCY STRATEGY
Type of consultancy model
Consulting is the practice of assisting ventures to develop their execution. Establishments
may draw upon the facilities of management for a range of causes, considering getting extrinsic
advices and access to consultant’s specialised expertise. There are some primary models of
business consulting such as Expert and process consultation (Firmansyah and et. al., 2019).
These tools leave the firm more able to future self development, more aware of its own running
system, more highly networked and more familiarized to a sense of ownership and responsibility.
When a business consulting advice, company leaders must develop the ability of seeing clearly
the execution of a consultant’s principle model of helping. Each has crucial highlighting
assumptions and each can under the proper situations be useful. A consultant may also select to
play any function depending on their area of specialisation and the context which help is
required. However, there are several consultants who basically work from the expert or process
consultant role. The description of some consulting model are as under which can be consider by
the management of respective venture in term of its current business situations:
Expert consultancy, this particular approach and model is basically and primarily the most
prevalent in companies. An individual in the venture determines they could utilise some help in
dealing with a need or challenge as well as looks for an internal and external expert to bring in to
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fulfil the needs. The inside and outside expert comes in, does the work and provides a report of
suggestions and help in managing the challenges. This approach works well when resolving
issues and managing challenges that calls for an expert to fix a machine, wire a building and
execute a financial audit etc. This tool is appropriate when the parameters of a problem are
known, standardised, and replicable and are closed system (Grover and et. al., 2018). It is also
used many times in such areas like training, organisational assessments and topical workshops in
context of dealing with organisational issues. In respective firm, in context of challenge of lack
of training, the administration can used this approach which assists in enhancing efficiency and
performance of business and processes.
Process consultancy planning, it is another approach and model of consultation and it is a
series of phases facilitated by the consultant which assist the client to perceive, acknowledge and
act upon the issue that arise in the clients business in order to develop the situation as described
through the client. This approach is the series of interconnected phases and activities that
develops readiness and ownership in user base to make the effort theirs. This tool supports the
user to develop ownership in context of take the necessary extent of accountability in the change
and development process (The Four Basic Approaches to Consultation. 2012).
In Company A, the management of the venture can consider this model regarding the
assumption of managerial challenges which are faced by the company due to merger and
acquisition with other same sector venture. In context of it, this tool will assist in resolving issues
and develop new competencies by partnership and mutual involvement of business. This model
is the philosophy and practice built on the idea that issues are resolved more appropriately and
adequately as well as sustainably if the establishment itself is at the core of both analytical and
corrective efforts. This tool maintains both accountability and control with the client.
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REFERENCES
Books & Journals
Budur, T., Faraj, K.M. and Karim, L.A., 2019. The benchmarking operations strategies via
hybrid model: a case study of Café-Restaurant Sector. Amazonia Investiga, 8(23),
pp.842-854.
Brehmer, M., Podoynitsyna, K. and Langerak, F., 2018. Sustainable business models as
boundary-spanning systems of value transfers. Journal of Cleaner Production, 172,
pp.4514-4531.
Firmansyah, E.A. and et. al., 2019. What Matters in Selecting a Café? a Case of
Millennials. Jurnal Manajemen Dan Pemasaran Jasa, 12(1), pp.65-76.
Grover, V. and et. al., 2018. Creating strategic business value from big data analytics: A research
framework. Journal of Management Information Systems, 35(2), pp.388-423.
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Eger, L., 2019. Cafes and their brand communication on Facebook: Case study from the Czech
Republic. In Scientific Conference of Business Economics Management and Marketing
2019 (p. 41).
Kelliher, F. and et. al., 2018. The role of trust in building rural tourism micro firm network
engagement: A multi-case study. Tourism Management, 68, pp.1-12.
Chang, W.J., 2020. Experiential marketing, brand image and brand loyalty: a case study of
Starbucks. British Food Journal.
Vannebo, B.I. and Grande, J., 2018. Social entrepreneurship and embedded ties-a comparative
case study of social entrepreneurship in Norway. International Journal of
Entrepreneurship and Small Business, 33(3), pp.417-448.\
Jelassi, T. and Martínez-López, F.J., 2020. External Analysis: The Impact of the Internet on the
Macro-environment and on the Industry Structure of e-Business Companies.
In Strategies for e-Business (pp. 49-95). Springer, Cham.
Theatre, P., 2018. Urban Coast Institute Honors Former New Jersey Governors. University News.
Fastenrath, S., 2018. Urban Sustainability Transitions in the Building Sector. Insights from
contrasting contexts: Freiburg and Brisbane (Doctoral dissertation, Universität zu
Köln).
Online
Which Model of Business Consulting is Best Suited for Your Organization?. 2020. [Online].
Available Through: < https://thunderbird.asu.edu/knowledge-network/which-model-business-
consulting-best-suited-your-organization>.
The Four Basic Approaches to Consultation. 2012. [Online]. Available Through: <
https://emergentchange.net/2012/06/13/approaches-to-consultation-the-four-basic-models/>.
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