Executive Summary
Jugo Juice was established in 1998 with the intention of offering customers a healthy alternative within the fast food industry (History, 2011). The cross-Canada franchise business company operates as a flat management structure. As such, it hires professional managers and sales employees to deal with major policy and direction issues concerning all Jugo Juice locations. Each branch store has the right to choose its own contractors and suppliers and is responsible for its business profit. However, as Jugo Juice has only been in business a relatively short time, its lack of business experience is evident in the process of expanding its business model.
For instance, the company franchises each store to hire its employees and have its own human resource management. The first step in the process of needs analysis is to identify the key staff groups in an organization (Hislop, 2005). Each Jugo Juice outlet has its own front line employees and most of the store managers hold the administrative and management responsibilities. Hence, the key staff groups changes from store to store, depending on the decisions of the individual manager/owner. Moreover, most of the stores have no professional managers and their staff is not highly trained (History, 2011). For these reasons, needs analysis techniques need to be conducted. Currently, the company mostly uses facilitated discussions to have meetings with managers and consultants of each branch store in order to analyze their developing strategies and transfer information. Within the branch stores, most managers prefer to use contextual inquiry, with the manager spending time to interview and observe the employees (Hislop, 2005).
Jugo Juice started as a private company and then quickly developed into a franchise business company through its successful operation strategies. At heart, the company is a diverse organization culture whose mission is to transfer healthy information to customers through their product – even letting their customers make their own smoothies (History, 2011). To address current concerns, the management of Jugo Juice needs to apply a policy that focuses on the relationship between organizational learning and organizational culture.

Table of Contents
1.0 Policy Statement of Purpose
2.0 Scope
3.0 Definitions
4.0 Key Principles
5.0 Responsibilities and Delegation
6.0 Implementation Guidelines
7.0 Review, Communication and Support
8.0 Works Cited

1.0 Policy Statement of Purpose
This policy analysis document for Jugo Juice is designed to provide suggestions in order to obtain innovations for the company’s internal management issues. These issues can be divided into four areas. The company assignment will focus on needs assessment and policy response for each particular topic.
a) Personal KM and organizational culture
Jugo Juice is a private company that has a diversity of cultures. So it is necessary to find a proper way to combine personal knowledge with organizational culture.
b) Communities of practice
Innovative methods and technologies should be used in the working process as the basis for information and knowledge sharing as well as the means of creating a problem-solving strategy. The franchising business model and the opportunities it presents makes the business stronger and open to new ideas.
c) Power politics
Organizational power politics is an issue that can never be completely resolved. Nevertheless, problems arising from social and personal relationships as well as from resource and franchise management should be dealt with on a store-by-store basis, with a focus on strong and appropriate franchise knowledge management.

d) Information and communication technologies
ICTs engage in social communication and social relations, which would be beneficial for Jugo Juice. It is therefore essential that the company use these technologies to make objective perspectives cohere with