1.0 Introduction
1.1 Background
The David Jones is iconic department store in Australian retail industry, but the net profit of David Jones has been decreasing because of the rapid retail environmental changes, unhealthy cultures, and global online attack. The problems of declining net profit in David Jones are creating make it essential to apply the most suitable change management for company.
1.2 Aim The aim of this report is not only applying the change management theory, model, and style for David Jones and David Jones’ CEO, Paul Zahra, but also supporting the arguments through case studies in order to find practical solution.
1.3 Scope
This report presents the view that a positive model, modular transformation and
• Sustainable training: The rapid changes in business environment are needed and required to learn every innovations for business organisations in order to dominate their current market. It is proved that in the today’s interconnected world, the success of organisations and teams depends on how much they can use and operate new information and communication technologies that changes business environment (Ancona, Bresman & Caldwell 2009). Also, Blanchard (2009) notes that coaching for their employees lead to successful organisation within the unpredictable changes, but the new rescue plan has no any special training and coaching for their employees. It is a big disadvantage of new rescue plan that has been causing the decreasing net profit of David Jones and failure of strategic implementation. Moreover, it is supported by case study that although David Jones had excellent customer service in the fast, but it has decreased over the years.
• Focused marketing strategy: Another disadvantage of new rescue plan is unfocused marketing strategy. According to case study, new strategic plan did not include any focused marketing plans, which target customers and profitable markets. Also, David Jones could not identify changing customer behaviours and profitable buyers. It is supported that new economic order has changed the buyer’s market, which is that a twenty-four percent of buyers in Australian population has balanced fifty-four percent of discretionary