Mrs. Fields’ Cookies – Case Analysis
Mrs. Fields’ Cookies – Case Analysis.
Mrs. Fields’ Cookies is a case that was initially created in 1989 and revised in 1993. Even though it is nearly two decades old it contains a lot of educational value by providing look into an international company that has grown from just one small store to a huge organization with over 500 stores in 25 United States, and five countries on four continents. The company was created by Debbi Fields who opened her first store in Palo Alto, CA and grew her business with her husband Randy along her side. In this paper I will evaluate the development of the company as well as the early information systems that were used in the management of the organization.
As the time progressed and company grew the founder, Debbi Fields realized that she needed to create system in order to be able to delegate and allow for the stores to be run more independently of her, as she realized that she couldn’t be in more than one place at once. Because of this a very structured system was put in place that allowed for proper reporting all the way from the store manager, through district manager, regional director of operations, store controller and ending with Debi and Randy Fields. Each one of the individuals listed above had tasks that needed to be completed in order to assure that the quality and efficiency of the organization was not compromised. Despite of that there was a minimal push for the hierarchy across the company and everyone was able to communicate with Debi directly and as needed. In my opinion lack of hierarchy provides problems with an oversight and control, however in this case the management was able to put in place system that enabled for effective cooperation of 105 district sales managers, 17 regional directors of operations, and four senior regional directors who reported to Debi and Randy (as of 1987). There was a clear cut operational process for each of the individuals across the company.
The store managers – each manager
Mrs. Fields’ Cookies is a case that was initially created in 1989 and revised in 1993. Even though it is nearly two decades old it contains a lot of educational value by providing look into an international company that has grown from just one small store to a huge organization with over 500 stores in 25 United States, and five countries on four continents. The company was created by Debbi Fields who opened her first store in Palo Alto, CA and grew her business with her husband Randy along her side. In this paper I will evaluate the development of the company as well as the early information systems that were used in the management of the organization.
As the time progressed and company grew the founder, Debbi Fields realized that she needed to create system in order to be able to delegate and allow for the stores to be run more independently of her, as she realized that she couldn’t be in more than one place at once. Because of this a very structured system was put in place that allowed for proper reporting all the way from the store manager, through district manager, regional director of operations, store controller and ending with Debi and Randy Fields. Each one of the individuals listed above had tasks that needed to be completed in order to assure that the quality and efficiency of the organization was not compromised. Despite of that there was a minimal push for the hierarchy across the company and everyone was able to communicate with Debi directly and as needed. In my opinion lack of hierarchy provides problems with an oversight and control, however in this case the management was able to put in place system that enabled for effective cooperation of 105 district sales managers, 17 regional directors of operations, and four senior regional directors who reported to Debi and Randy (as of 1987). There was a clear cut operational process for each of the individuals across the company.
The store managers – each manager