Turnaround Essay Sample

Starbucks

Starbucks experienced an upturn tipping point followed by a consistent position identifiable by the increased expansion globally. Starbucks continues exemplifying the growing 20th century business trend revealing a shift from the pre-modern industrial to the postmodern organizational perspective. Starbucks’ innovative business practices show it’s move from a task-oriented perceived organization to how the external culture or customers are a part of the organization’s core stakeholders. This directly results from a shrinking global community, a society understanding the value in a capitalist economic system requiring organizations including Starbucks exhibiting a social responsibility as part of its ethical business focus aligned to a wiser consumer (Farrell, Fraedrich, and Ferrell 2011). Starbucks continues having a strong position in the market share as reported in its 2024 Fiscal Report, “Revenue from company-operated stores accounted for 79% of total net revenues during fiscal 2014” (3). The criteria the organization continues focus that assures maintaining this position focuses on, “The Starbucks Experience is built upon superior customer service, as well as clean and well-maintained company-operated stores that reflect the personalities of the communities in which they operate, thereby building a high degree of customer loyalty” (3).
Starbucks reports their ongoing strategy for expanding its current market share and expanding it remains focused on “ a disciplined manner, by selectively opening additional stores in new and existing markets, as well as increasing sales in existing stores, to support our long-term strategic objective to maintain Starbucks standing as one of the most recognized and respected brands in the world” (3). This factor of a TA represented organization shows how the Starbuck organization growth continues looking at the specifics of the existing global markets and accordingly they report this derives from an understanding how these markets continue varying aligned to numerous factors specific to the market maturity characteristics (2014).
Finally, the upturn significance of the Starbuck success as a TA organization looks at the increase in profits from 2004 at $1.3B to 2015 at $3.8B revenues. The mitigating factors of the TA aspects of the upswing of the historical success of Starbucks emerging as a leading global company looks at its position as an example of the postmodern theory organization reflecting a people-centered focus of the value it places on its human capital both internally and externally connected to its organizational culture ethical practices showing a strong ability influencing behavior of other individuals, institutions, and the community using transparent ethical business practices (Barbera 2014).

Walt Disney Company

The innovation of the Walt Disney dream creating his company took a definite downhill from plunge financially from 1980 to 1983. Beginning in 1984 through 2005 under the TA impact of CEO Michael Eisner the organization moved from its 1980s bound financial slump into the remarkable financial standing it now holds worldwide (Barerra 2015).
With the Eisner proficiency as an innovative leader, Disney’s movie studio and then existing theme parks pulled out of its financial slump with the revamping applications effectively applied by Eisner. The direct influence of Eisner and his staff turned the failing theme park based organization into a media powerhouse (Barerra 2015).
Moving the Disney camp from Paramount Studios with his associate Jeffery Katzenberg the two created Touchstone Pictures as well as Hollywood Pictures proving the pivotal business move proving the pivotal TA for the Disney organization. With Eisner leaving the organization in 2005 the TA focus for sustaining the fair share marketing edge achieved continued focusing on goals including emphasizing both innovation and creativity, strengthening its human talent/capital with a move toward newer and better synergies linking the businesses within the organization structure (Barerra 2015).
Both inside and outside organizational decisions supported the ongoing TA structure of the Disney Company by recovering and inculcating the Disney history, the organizational culture as well as the Walt Disney heritage through establishing Disney University. Along with these innovations establishing strategically based financial goals with well-defined controls of both indicators and incentives proved successful for the organization. The creation of a central marketing area in the organization for promoting and coordinating marketing enterprises across the organization provided the means for achieving responsible cross work supporting business objectives for optimizing costs as well as gaining better economies of scale agreements (Barrera2015).
The outside decisions recovered movies by hiring actual actors leading to Disney further achieving a position as a market leader in the industry while signing some of the movie industry’s best actors for exclusive Disney contracts for assuring the required quality control to hold the hard gained position. Theme park expansion and improvement of their quality with increased prices on tickets aligned to the expanded hours and the control of the number of people entering the parks on a daily basis proved a success with the result of 2011 total equity of US$ 37.385 billion (Barrera 2015) leaving no question of this as a TA representative organization.

Works Cited

Barbera, K. The Oxford Handbook of Organizational Climate and Culture. Oxford University Press. © Oxford University Press 2014 Book
Barrera, Jaime Alberto Rueda. Disney case (caso Disney) corporate turnaround-jarb. Slideshare.com 2015 Web
Ferrel, O. C., Fraedrich, J. and Ferrell, L. Business Ethics: Ethical Decision Making & Cases 9th Edition. © 2013, 2011 South-Western, Cengage Learning Book#
Starbucks.com. Investor Relations. 2015. Web