Etude de cas en anglais

Résumé du document

1. What is the service strategy of Herbal Line? ( Please describe the market context, pricing strategy, etc..)

2. What is the HR policy of the company? How did the values of the 2 founders influence the HR policy?

3. What are the strategic Human resource practices? Please describe the selection & recruitment, training & socialization, staff motivation and job performance, career development.

4. What is the leadership and culture of the company? Please describe the management philosophy.

Extraits

[...] Please describe the management philosophy. The leadership of the company made an important point in trying first all the tasks they would then assign to their employee. Furthermore, they decided to meet in person each and every employee of their company and create a family-like atmosphere through parties for important personal and public events, and they encouraged this sort of practices at every level of their company. They finally decided to dedicate an important part of their energies in assuring the well-being of their staff. [...]

[...] ( Please describe the market context, pricing strategy, etc . ) The service line of Herbal Line is based on the stress-free and beauty philosophy of its founders. Herbal Line is a facial spa beauty chain in Malaysia. The market context in Malaysia is very fragmented, seeing more than 600 brands of beauty and skincare salons, spanning from very expensive international beauty chains to low-cost individually-operated salons. Stress-free philosophy meant for them relatively low pricing star service at 3 star prices") and no aggressive promotions through pre-signed packages, completely natural products and relaxing atmosphere. [...]

[...] How did the values of the 2 founders influence the HR policy? The HR policy of the company is based on the idea that in order to provide a good service to the clients it is fundamental to ensure that the staff is both well trained and engaged with the job they are doing. The founders decided therefore to take the well-being of their staff into consideration when organizing their activity. One of the core issues that pushed them toward moving from shopping malls to independently owned beauty houses was the fact that the opening hours of the shopping mall made it very hard for them to provide their staff with a manageable work-life balance. [...]

[...] They derived this type of policy from their own experience with Buddhist meditation and value of compassion What are the strategic Human resource practices? Please describe the selection & recruitment, training & socialization, staff motivation and job performance, career development. Selection & Recruitment: The company decided to base his criteria to hire people more on attitude than on skills, as they believe that skills can always be acquired if the good attitude is present. At the beginning of their journey people applying for the job's in the company were mainly from worse off family, but now they get application from different sort of people, nevertheless they kept on keeping the attitude into account more than the skills. [...]

[...] Training in the headquarters is preferred to training on-the-job as the employees can focus on their task without being interrupted. They also implemented some continuous learning programs that included, on the one hand, a sponsored trip to a five star resort to learn from the good practices of others. Staff motivation: Their staff is motivated through several incentives schemes. There are very good possibilities for salary development within the company based on employees' performances. Moreover, annual incentive trips are organized for those who meet their sale targets. [...]