Golden Moments Group Limited

Résumé du document

Golden Moments Group Limited is an international operating supplier of "unique experiences". The company was founded in 1998 in the United Kingdom by the twin brothers Steve and Paul Cheatle. After that it has grown by introducing the concept on new development markets. At this moment Golden Moments operates in nine countries. All within the European market. These markets are in hierarchy of turnover: United Kingdom, Holland, France, Italy, Germany, Spain, Belgium, Sweden and Austria. This makes the company, within the service-sector, a fast growing player in the international leisure branch with a respectable European coverage. The Golden Moments Group Limited has two directors and twelve fulltime employees responsible for the development and revenue of their market. These employees are native speakers from all nine countries in which Golden Moments is operating...

Extraits

[...] References Books Kotler, P. et.al., Principles of Marketing, third European edition. Mentzer, J., Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage Hoover, W. et.al., Managing the Demand-Supply Chain: Value Innovations for Customer Satisfaction Frazelle, E., Supply Chain Strategy Website Golden Moments UK http://www.goldenmoments.com Golden Moments UK, admin area (back of the website) http://www.goldenmoment.com/gmadmin Translation website http://www.reverso.net Kotler, P. et.al., Principles of Marketing, third European edition, page Kotler, P. et.al., Principles of Marketing, third European edition, page 461 Mentzer, J., Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage page 52. [...]

[...] These similarities are of no extra value to Golden Moments whatsoever. Yet, the way in which the booking of the experience takes place is elemental for Golden Moments. The two reasons, mentioned before, clarify why it is logically to stay with the current procedure of classification. The application of this way of classification causes the possibility that two similar (sub) products do not end up in the same classification group, because Golden Moments books them in a different way. This may seem awkward, however it is of no harm and it is of extra value for- and in line with the key-process of the company. [...]

[...] A total of 1400 is not recommendable for the amount of experiences offered to the customers. There are suppliers for experiences, who are actually too expensive for the Gift Boxes and there are experiences in the range of Golden Moments-United Kingdom who add no extra value to the rest of the range. Besides that there are suppliers who do not meet the minimum requirements of the characteristics that Golden Moments look for in a supplier. Most of the suppliers only provide Golden Moments-United Kingdom one location. [...]

[...] It is interesting to mention that Golden Moments sell significantly large amounts of certain specific experiences. These experiences represent only a relatively small part of the whole product range. Almost sixty per cent of the experiences are only sold once or twice a year. Concept of gift voucher Golden Moments add value by perfecting the product even more. Especially the packaging is of great importance to the process of amending. Golden Moments present the experience in a nice gift pack. Either in a special envelope, or in the special ‘General Gift Box'. [...]

[...] Because of the above reasons Golden Moments should make sure to have their data as up-to-date as possible. At this stage, the data is not up-to-date for a lot of suppliers. This causes trouble, confusion ; deteriorate the service delivery and most importantly loss of profit. Maintenance of Relations with Suppliers is not sufficient A huge problem, deriving from the fact that Golden Moments has too many suppliers is the insufficient maintenance of the relations with suppliers. Even when Golden Moments increase their minimum demands with regard to new suppliers and possibly outcast's suppliers who do not meet these new requirements, there is still the problem of the maintenance of relations with the remaining suppliers. [...]