QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
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Baker Photo Final
1. BAKER PHOTOGRAPHY & STUDIOS
Ken Baker, Lisa Briscoe, Geralis Halma, Matt Thompson
2. CURRENT BUSINESS
EVALUATION
⢠Pricing
- Varies according to ⢠Printing- Printing options
type of shoot are starting to take form
⢠Bookings- no set deposit
can cause frustration
⢠Web Presence - Blog blog
⢠Organization & Operations
3. WHY CHANGE?
⢠Price
⢠Too Busy
⢠Clear Operations
⢠Expansion
⢠Artistic and Social Trends
⢠Network and Contacts
4. TRANSITIONAL PROCESS
1. Sense of Urgency
2. Develop a Vision
3. Powerful Coalition
4. Communicate the Vision
5. Remove Potential Obstacles
6. Celebrate Short Term Wins
7. Continue Change
8. Institutionalize Change
5. TRANSITION
⢠Moving towards a known new state
⢠Management of the transitional process over the next 3 months
⢠Also involves developmental changes
Old State Transitional State New State
6. REORIENTATION
Archetype Embryonic Embryonic Archetype
Coherence Archetype Schizoid Archetype Coherence
A A B B
⢠Mandyâs prevailing ideas and values have lost legitimacy and become
discredited
⢠Alternative interpretive scheme emerges, carrying with it a different
pattern of structural arrangements
⢠New organizational structures and processes
⢠Over time new interpretive scheme and organizational form are brought
more and more into line, producing coherence within the new design
archetype
7. INTERPRETIVE SCHEMES
Archetype A Archetype B
Hobby Model Business Model
⢠Raison Dâetre ⢠Raison Dâetre
⢠Hobby model ⢠âCapturing unique moments in an artistic fashionâ
⢠Principles of Organizing ⢠Principles of Organizing
⢠Evaluation of Criteria ⢠High value of enjoyment
⢠Ability to provide high quality photoâs
⢠Evaluation of Criteria
⢠Work load, word of mouth, returning customers, her
feelings, proďŹt
8. STEP ONE: CREATE A SENSE
OF URGENCY
⢠Notreturning to current line ⢠Another bundle of joy
of work after Christmas
⢠Want to make sure short term
changes are ďŹnished within the next 7
⢠Steady income will be gone, more
months
reliance on photography
⢠Need to increase prices to have
income
9. STEP TWO: MANDY DEVELOPS
VISION
⢠Mandy has to be the driver ⢠Be willing to challenge current
of the change assumptions
⢠Assumptions:
⢠Tune into the environment
⢠Customer prefer lower price
⢠Customers want control over
timeframe
⢠Her skill level is not equal to higher
pay
10. STEP TWO: MANDY DEVELOPS
VISION
⢠Theory E or Theory O?
⢠Goals ⢠Process
⢠Maximize shareholder value while developing ⢠Plan for spontaneity
organizational capabilities
⢠Focus
⢠Emphasis on structure and systems
11. SUPPORT STRUCTURES AND
SYSTEMS
⢠NameChange: ⢠Potential for Administrative
Mandy Baker Photography Assistant
⢠Web Presence blu domain ⢠Own Studio
⢠Pricing
⢠Organization quick books
⢠Joint Venture
12. IMPLEMENTATION TIMELINE
e tions
Short Term ge esenc era
ge Chan Pr Op
han ing
C ic eb
January 2010 N a me Pr W
20 15
10 -
Long Term 10 - Fa
0
ll 2 Studio
20 ee
sh ip - mp
loy
t ner E
Par
13. STEP THREE: CREATE A
POWERFUL COALITION
⢠She is the coalition, so she ⢠Other resources
needs to ďŹnd resources to
⢠Web Support
strengthen her position
⢠Photographers
⢠Ken
⢠Printers
⢠Customers
⢠Use of consultants
14. STEP FOUR: COMMUNICATE
VISION
⢠Message needs to be ⢠Make sure website is current
strong, and show belief in
change ⢠Start
announcing change
now to build excitement
⢠Information to customers
⢠Heather Ward: make sure
⢠New web presence she understands and shares
⢠New booking fees / schedule vision
⢠Referral program
15. STEP FIVE: REMOVE
POTENTIAL OBSTACLES
Obstacles: ⢠Time of Year
⢠Mandyâs own hesitations to ⢠Jan-April is slow
change ⢠Drop in business may not be due to
changes made
⢠May leave behind some clients
⢠Change may not produce expected
results
⢠Clients
⢠Price changes
16. STEP FIVE: REMOVE
POTENTIAL OBSTACLES
Solutions:
⢠Mandyâs Empowerment ⢠Structuresand Systems to
Simplify Administration
⢠Needs conďŹdence to step outside
boundaries, take risks
⢠Example: Financial management, new
website, deposit, etc
⢠Talk to others about value of work
⢠Professionalizes the business, and gives
⢠The change itself is the motivator, more legitimacy
clearly deďŹned vision is the motivation
⢠Saves time and stress, freeing more
time to focus on looking forward
17. STEP SIX: CELEBRATE SHORT
TERM WINS
⢠Emphasis on achieving small
goals throughout the change
⢠Because of the extent of
change, it could feel
overwhelming
⢠Mandy needs to set clear
goals for each business
function
18. STEP SEVEN: CONTINUE
CHANGE
⢠Maintain competitive ⢠Enjoy the process!
advantage
⢠Keep transforming to meet
new goals
⢠Focus on long term goal
⢠Ensuring that employees
(future) are also committed to
change
19. STEP EIGHT:
INSTITUTIONALIZE CHANGE
⢠Mandy has to enforce
change, and not go back
⢠Change
takes large
commitment and time
⢠Culture
should reďŹect the
new archtype