Blue Sky Shopping Mall is a large shopping mall in a thriving business center in Myaynigone. However, it is in a bad shape and its growth is declining. Several factors, such as the lack of vision and mission and long-term plan, unsuitable organizational structure, lack of target market and market strategies and the high turnover rate affect the growth of the Shopping Mall. This report sets out a plan and recommendations to reinvent a new invigorating image of the Shopping Mall. Based on a situational analysis, it draws up an organizational structure best suited for the Mall. The organization structure explains the type of management needed, the importance of strong and visionary leadership, some marketing strategies and marketing mixes. Moreover, this report gives recommendation for some aspects of human resource management. It seeks to revitalize the Shopping Mall and make it a profitable business, serving the needs of the customers best.
In the beginning of the year 2013, our Chairman Dr. Patrick Hong made an acquisition of Blue Sky Shopping Mall. The Shopping mall is located in No. 7, Bargaya Road, Myaynigone, Sanchaung, Yangon. The location of the Shopping Mall is very strategic in many aspects. The area has a thriving business environment with Dagon Center I and II, Gamonepwint, City Mart, and some other fashion shops, restaurants, Car Accessories Shop and Car Show Room. The Shopping Mall is a nine-storey building with a car park next to it. The Shopping Mall has eight sectors, starting with store-room at the basement, Food Court, Department Store, Clothing, Sports, Cosmetics, Appliances, Housing Accessories, and Recreation (play stations, playground for children and cinemas) on the ninth floor.
I. Business Administration
1.1. Long-term Business Plan
Blue Sky Shopping Mall was established in January 2010. The newly founded Shopping Mall initially enjoyed considerable reputation and generated much profit. However, now it is not doing very well. The situational analysis below looks into some positive facts as well as some of the main causes of decline. A. Internal Factors: Strength and Weakness
i. There are some experienced and skilled employees with potentials for becoming leaders. ii. The majorities of employees are young, hardworking and eager to learn to become more competent in their jobs. iii. As each sector (e.g food/clothing) occupies a floor, the interior organization of the Shopping Mall is simple and easy for shoppers to search for items they need and easy to manage. iv. The quality of the retailed products is as good as those from Dagon Center I and II and Gamonepwint.
i. The organizational structure takes a centralization approach with all the decisions made by CEO. This has a heavy negative impact on the whole operation of the Mall. With too many matters at the hand of the CEO alone and decisions could not be made in time and problems pile up. ii. There is no delegation of power given to supervisors of each sector. They have to wait for the decisions of CEO. The problems in each department became graver and solutions and directions became long overdue. This greatly hampers the efficient running of the Shopping Mall. iii. Having too many matters in hand, the CEO could not establish good relationship with the staff. He could only inspect each sector in rare occasions. Some employees take advantage of his absence and shun their responsibilities. This causes much quarrelling among staff. And as the number of problems increase the CEO becomes stressful and authoritative and could not trust his subordinates. iv. The few numbers of security personnel at the entrance of the Mall cannot cope with the long line of people pouring into the Mall. As a result, people become...