Sodexho HC Consultant Report
Module 8 Assignment
Sodexho HC Consultant Report
Prepared For: Prof. Guy Chartrand
Table of Contents
KEY FACTS
Background
1984 Sodexho HC (“SHC”) business unit was established under Sodexho group. It is managed through a central office in the Paris area and serves both private and public hospitals in France. Sodexho group is a very successful food and management service provider in the world, its services include a wide range of supports, such as laundry, building maintenance and sterilizing surgical instruments. While Sodexho’s head office is situated in France, some 90% of its business in 2005 was conducted globally in over 74 countries. Food services accounted for 80% of Sodexho’s revenues until the end of 2000. In January 2001, Charles Duchemin, CEO of Sodexho HC resolved to embark on a Balance Scorecard project. His main goal was to ‘clarify and define, together with the management team, strategy and an action plan that would allow Sodexho HC to continue to perform and grow in the years to come.’
1. Apprin-Service, a service offering food purchasing but no production, is highly appreciated by SHC’s clients in the public sector due to shift of responsibility for food safety from hospitals to them.
2. One of SHC’s greatest differentiating factors is the attention they give to their clients. SHC’s clients are asking for their help on innovating and improving their service.
3. SHC is considering offering multi-services to provide added value to each client segment to deliver efficient and effective health care.
4. The CEO has identified its business unit is lacking of coherence. SHC’s regional directors are scattered all over France while the head office managers are in Paris.
5. SHC tends to be very focused on operations.
6. Clients in the public sector and private sector have different needs. The Public sector are more concerned about food safety and workload
Sodexho HC Consultant Report
Prepared For: Prof. Guy Chartrand
Table of Contents
KEY FACTS
Background
1984 Sodexho HC (“SHC”) business unit was established under Sodexho group. It is managed through a central office in the Paris area and serves both private and public hospitals in France. Sodexho group is a very successful food and management service provider in the world, its services include a wide range of supports, such as laundry, building maintenance and sterilizing surgical instruments. While Sodexho’s head office is situated in France, some 90% of its business in 2005 was conducted globally in over 74 countries. Food services accounted for 80% of Sodexho’s revenues until the end of 2000. In January 2001, Charles Duchemin, CEO of Sodexho HC resolved to embark on a Balance Scorecard project. His main goal was to ‘clarify and define, together with the management team, strategy and an action plan that would allow Sodexho HC to continue to perform and grow in the years to come.’
1. Apprin-Service, a service offering food purchasing but no production, is highly appreciated by SHC’s clients in the public sector due to shift of responsibility for food safety from hospitals to them.
2. One of SHC’s greatest differentiating factors is the attention they give to their clients. SHC’s clients are asking for their help on innovating and improving their service.
3. SHC is considering offering multi-services to provide added value to each client segment to deliver efficient and effective health care.
4. The CEO has identified its business unit is lacking of coherence. SHC’s regional directors are scattered all over France while the head office managers are in Paris.
5. SHC tends to be very focused on operations.
6. Clients in the public sector and private sector have different needs. The Public sector are more concerned about food safety and workload
References: Bidwell, M. (2011). Paying More to Get Less: The Effects of External Hiring Versus Internal Mobility. Administrative Science Quarterly, 56(3), 369-407. doi: 10.1177/0001839211433562 Gaertner, G Daft, Richard, Organization Theory and Design, 10th edition (Mason, Ohio: South-Western Cengage Learning, 2008) Annotated Bibliography Paper, D., Chang, R., & Rodger, J. (2003). Managing radical transformation at Fannie Mae: a holistic paradigm. Total Quality Management & Business Excellence, 14(4), 475.