Global Business Plan
First of all, we need to define external governance and discuss the different means by which it can impact the organization and its presence on London's entertainment market. As such, external governance defines a set of "external forces such as consumer groups, clients, and government regulations"1 that influence the way the organization is operated and controlled. As we are referring to a club/bar, first of all we need to take into consideration the governmental regulations. These would range anywhere from the liquor and drink regime to the sanitary and hygiene norms that need to be respected and to the deals and contractual agreements made with both the permanent employees and artists or singers that come in for special events. In this sense, the organization will need to adapt its internal regulations to meet the exact legal requirements of the United Kingdom which may, in some cases, differ from the US ones. As an example, the legal age for drinking in Europe is 18 rather than 21 in the states. We can also mention a different fiscal regime in the UK as compared to the US, fiscal regime to which the Picidilly Circus in London location will need to take into consideration. In terms of consumer groups and clients, it i
Each of the previously determined departments will have a director and a staff that will be created to reflect the exact need of the department. The decentralized structure will also be able to provide a higher level of flexibility for the local facility to be able to respond to the challenges and changes occurring on the local market. As in the company's mission statement, the organization has constantly aimed at "providing our guests with the finest staff and service available"2. The British clients' preferences in terms of music, drinks, service (for example, American clients may prefer a closer relationship with the bartenders, enjoying a joke or conversation, while a British client may tend to be more reserved and less inclined to such an attitude) will be elements of external governance to be taken into consideration. The organizational chart presented is a three level organizational chart with the CEO and COO on the first level and all the other directors on the second level, with each afferent staff on the third level. As mentioned, this would be the type of flexible structure that could ensure the perfect adaptation to the local market, while at the same time ensuring that the general strategic directions from the centre are respected. The chief operating officer will be in charge of the logistics and supply department, the logistics department, the financial and legal departments. s important to determine the exact customer profile that the organization, through its product and services, is targeting. In this sense, it will be important for the organization to ensure that decentralization only occurs at tactical and operational levels, while the main strategic vectors are still defined and implemented from the centre. The organizational structure in London will have a local chief executive officer, in charge with (1) defining and implementing the tactical and operational measures that will enable the local facility to contribute to the organization's strategic objectives and plans, (2) ensuring the relation and communication with the central management in the US, which would mean both retrieving instructions from the centre and providing the necessary feedback on how these were implemented and (3) conceiving and implementing the control and feedback mechanisms. For the financial and legal departments especially it would be advisable to have local specialists that know the market very well and that are capable of activating well through the specificities of the market. On the other hand, operational day-to-day operations should be handled by a chief operating officer or general administrative director. The London structure will operate independently, but will have to keep in mind the central organization's mission and purposes, the strategic objectives that have been defined for the group in its ensemble, the strategic plans that were proposed and adopted etc. Because the adaptation to the local market is important and the bar will need to be responsive to the local characteristics such as consumer preference or local regulations, a decentralized organizational structure is preferred to a centralized one.
Common topics in this essay:
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,
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adaptation local market,
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fiscal regime,
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financial legal,
legal departments,
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Acceptance Essays
