Organizational Change: Building a Brand Culture at Burger U - Analysis

This case study examines Bill store Organization's attempt to build a new brand culture for its Burger U chain. The analysis focuses on several interventions, including culture mark intervention, administrator preparatory intervention, advancements and publicizing interventions and social networking intervention. The study assesses the effectiveness of these interventions using Waddell's framework for implementing change, highlighting both successes and areas of weakness. The impact on future change efforts, particularly regarding the alignment of staff with the new brand values, is also considered. The conclusion emphasizes the importance of reflecting brand values in work practices and the challenges of rebranding and culture change. Desklib provides access to similar case studies and solved assignments to aid students in their studies.

Running head: BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
1
1
Building a new brand culture for Bill store Organization
Name
Institutions
Professor
Course
Date

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
2
Introduction
In regards to worldwide patterns, the profile of the snappy administration eatery
advertises division for burgers and chicken suppers in Bill store Organizational Development
Intervention. Hot sandwiches in New Zealand experienced quick change (Bolden, 2016).
Benefits and piece of the overall industry were failing as shopper desires moved to more
extensive and more advantageous decisions of nourishment and drinks. The pattern was
additionally moving from utilitarian seating, simple wipe surfaces, gaudy uniform and
mechanical style lighting to agreeable present lighting, contemporary Bill store organization
plans associations. In the mid-2012, 75-year-old Auckland personality Bill Buckie known as
'Wild Man Bill', for his intense person picture and generally detailed fights with writers, nearby
councilors, troublesome clients, and New Zealand's Inland Revenue Department was scrutinizing
his intelligence following 50 years in the burger business (Crawford & Nahmias, 2010)
Interventions effective change program in Bill store organization
i. Culture mark intervention- This is one of the possible invention for Bill store
Organizational Development Intervention on the Quadrant 47. This is because
advisors had pitched an enormous detonation mark culture battle to be taken off
broadly before the years over. This expensive and forceful dispatch into the
boutique burger showcase was to contain an NZ$280 000 TV, radio, in-store
and social media publicizing and advancements crusade.
ii. Administrator preparatory intervention- The reasonable preparing
administrator at BB Group and Bill store Organizational Development

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
3
Intervention Buckie's sister-in-law was another possible intervention to prompt
the board individuals to embrace a generally safe guiding way to deal with
culture change (Gobe, 2010). This is because it would be actualized from March
to December 2013 and implant changes to culture, framework, brand and menu
contributions in six chose stores.
iii. Advancements and publicizing interventions- Bill store organization needed
to have the publicizing and advancement crusade, concentrated on the territories
of the pilot stores, contending that minimal effort online networking
advancements were adequate to raise familiarity with the Burger U mark in
different areas. This was because the arrangement was affirmed by all
individuals from the board, coming in at 40% of the cost of the Quadrant 47
proposition (Banerjee, 2008). This choice came as a stupendous dissatisfaction
to the two youthful counseling partners.
iv. Social networking intervention- The late delegated web-based social
networking and internet marking youthful firearms intervention foreseen a lot of
billable hours and benefit from the Burger U Account, regardless of their
constrained comprehension of change administration outline and usage. This is
because Ciara expected that all around arranged correspondence of the new
brand esteem would convert into another administration culture at each store.
Management of change (Waddell framework for implementing change)
This change correspondence activity included consistent gathering official, store
administrator and manager briefings; change administration workshops for administration and
staff agents from pilot stores and head office; in-store Q&A sessions for staff and move

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
4
directors; site posts; and uncommonly composed online experience the brand' preparing for store
staff (Holt, & Cameron, 2010). The new brand attributes included what the Sydney based experts
named a 'lively, brassy, new name Burger U (De Mooij, 2013). This was planned to reposition
the business from 'mass market' to 'boutique', engaging another age of observing clients looking
for esteem, quality, cordial administration and agreeable, wonderful environment (Van Dam,
Oreg, & Schyns, 2008). The decision in this setting implied consolidating more beneficial and
lighter menu choices with clear naming to demonstrate calories and fixings while holding the
customary Bill store Organizational Development Intervention suggestion of significant worth,
taste, and quality. The client encounter was to be upgraded through 'superb administration in a
cheerful fun environment with cool, agreeable wait longer retro de' cor, and savvy perky staff
who adore and experience the mark'. This administration esteem and brand-culture messages
achieved clients and staff through in-store advancements and TV, radio and online networking
publicizing efforts amongst January and October 2013. The requests of the new brand culture
prompted the willful and automatic flight of three senior chiefs, five store directors and 37 staff
who did not 'fit with the new course' by April 2013. Staff who showed the 'right state of mind
and practices' were enrolled inside and the recently rebranded stores in Auckland and
Christchurch ran an enrollment crusade focusing on tertiary understudies looking for better
wages and working conditions than those offered by contending lodgings, bars, bistros, and
QSRs. This move from a low or least time-based compensation culture to one of the moderately
great hourly rates, including group motivating forces and rewards, would speak to an expansion
of up to 8% in finance costs for Burger U in the 2013 to 2014 monetary year. The experts
assessed this would be offset by higher edges, enhanced process efficiencies and an anticipated
4– 9% increment in a piece of the pie in 2014 to 2015 financial year for the 'burgers and sundries'

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
5
section of Bill store Organizational Development Intervention QSR showcase. Bill store
Organizational Development Intervention Group's CFO, Frank Mazak, evaluated that if this
objective was accomplished it would add up to an NZ$4.5 million increment in yearly turnover
for the Burger U business.
Impact on future change efforts
The new brand qualities and social curios, for example, store, signage, slogans, item
bundling and client commitment rules, spoke to essential components in the repositioning of
WMB in the future advertise and the brains of the purchaser. In any case, realizing genuine and
enduring social change over the national store system would take more than changes to slogans,
publicizing, bundling and in-store fit-outs. Influencing steadfast, long-serving store and center
administration to embrace new qualities and adjusted working practices was a certain something
yet winning the hearts and psyches of a transcendently easygoing impermanent16– 19-year-old
store-based workforce, effectively soaked with showcasing messages through web-based social
networking and different channels, was a significant distinctive suggestion (Gobe, 2010).
Outlining a change procedure to energize all administrators and store staff to grasp the new
brand and social qualities in their everyday work schedules and client benefit communications
was viewed as a basic measurement of moving forward the Burger U long haul aggressive
positions in the NZ QSR advertise. This exercise in careful control of change usage, mark
acknowledgment, and deals development was to demonstrate a noteworthy challenge for Ciara.
Ciara additionally shared Bill's comprehension of the client base and harbored comparable
worries about the dangers related to such a major repositioning of the business.) She realized that
it was basic to build up the Burger U administration group as champions of the new culture,
what's more, the administration at all levels as conferred specialists of progress.

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
6
Conclusion
As indicated by Edgar Schein, cases of essential installing instruments incorporate what
pioneers focus on measure and control on a standard premise; how pioneers assign assets, prizes
and status; and part demonstrating instructing and training movement by senior administration.
Auxiliary installing systems commonly incorporate authoritative outline and structure,
frameworks and methodology; physical outline of the structures; formal explanations of
hierarchical rationality ideologies and contracts; rights, stories and ceremonies of the association
(Aaker, 2012). The test of rebranding and culture change Nicholas Ind's work on corporate brand
administration and culture stresses that brand values must be reflected in the work practices of
staff and the impressions framed by clients and other outside Bill store Organizational
Development Intervention. These standards are reflected in crafted by other driving journalists
on corporate marking, rebranding, and character, who recognize that arrangement of brand and
culture represents a noteworthy test for advertising, correspondences and authoritative change
authorities.

BULDING A NEW BRAND CULTURE FOR BILL STORE ORGANIZATION
7
References
Bolden, R. (2016). Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158).
Crawford, L., & Nahmias, A. H. (2010). Competencies for managing change. International
journal of project management, 28(4), 405-412.
Van Dam, K., Oreg, S., & Schyns, B. (2008). Daily work contexts and resistance to
organisational change: The role of leader–member exchange, development climate, and change
process characteristics. Applied psychology, 57(2), 313-334.
Aaker, D. A. (2012). Building strong brands. Simon and Schuster.
Holt, D., & Cameron, D. (2010). Cultural strategy: Using innovative ideologies to build
breakthrough brands. Oxford University Press.
Gobe, M. (2010). Emotional branding: The new paradigm for connecting brands to people.
Skyhorse Publishing, Inc..
Banerjee, S. (2008). Strategic brand-culture fit: A conceptual framework for brand
management. Journal of Brand Management, 15(5), 312-321.
De Mooij, M. (2013). Global marketing and advertising: Understanding cultural paradoxes.
Sage Publications.