Men’s Wearhouse: Success in a Declining Industry Essay

DiagnosisAfter reading the whole case, I believe that the hiring policy was not followed was the biggest problem. The reason that was because the regional and district managers did not real follow the mode it should be. Since the telephoner expanded rapidly, the managers had the pressure to film positions quickly in order to run the company well. At the meanwhile, managers had to fit out a large numbers of applications from gross revenue people from other retailers and it was really hard for managers to recognize who were potentially consultants, not clerks.Therefore, there was tendency to lead those who had more experiences. The company spent a lot of resources on grooming people who grew up in retail they lack of potential to be consultants and mentally being a sorting of clerk kind and it would be less stiff. Also when they face to customers they probably lack of passion and sluggishly during work. The long-term impact of the problem would be there were not adequacy empl oyees qualified as consultants and clerks would not get promoted. And customers who were treated sluggishly would not come back, eventually would affect companys reputation and sales volume in long-term AnalysisSince employees who grew up in retail they lack of potential to be consultants and mentally being a sort of clerk kind, therefore it would be hard for company to change their minds. By using SWOT analysis, I found out strengths of this company was the nerve root word that they are not just selling cloths but excessively understanding people, both your teammates and your customers. The weakness was not every employee understand this idea and treat customers the company wishes. Opportunities were their minds would be change after intensive training. bane would be company spent extra resources on training.RecommendationMy touch on this problem is managers should be more responsible for hiring employees, and also they hatful get commissions if people who get promoted as qua lified consultants. In the meanwhile, their allowance would reduce if potential consultants perform badly in the future. By act appraisal and sales data, superior mangers can make decisions on whether deficient managers get commissions or not. Outcomes I expect mangers would follow the fundamental way to hire employees and they directly take responsibilities for their performance of those they hired. Mangers would be careful when they gibe the applications and since the employees have more consultant potentials than being a clerk, the company would save a lot of resources and spend these resources on more effective uses