Misc

Yeah I thought that would happen. I made relational reccomendations for each element of the political frame while going through it. Let me bulk it up a bit. Ill upload it by 7.

Ok a little after 7 but Its about 300 words. Here ya go. It's integrated into the final situational analysis file from underneath.

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Made our changes: Uzair & Dana Final Draft - Save it to your desktop, edit in your recommendation, and then replace this file with your edited version. Section 3 has all our recommendations and I've left space under each frame for you to copy/paste it in. If this is confusing, you can just post your recommendations here ( clearly ) and I'll edit it in myself.

Good work overall :) With nearly 40 pages, I'm guessing the Prof will give up by around the 20th page and grant us an automatic 75 :D

Here is the Political Frame:

There are various portions in it where it says Student X since I have no clue what the real name is. The names are all highlighted.



Hassan

Hey Hassan, I need a bulkier recommendation from you bro. I'm making a final "recommendations" section, and that'll put together all our conclusions, but it's gotta be at least 250 - 300 words.

Here is the Structural Fram: I highlighted the different figures incase the numbers needed to be changed.

Recommendations: Our findings according to the structural frame within Armani’s company consist of a combination of positive and negative notes. Armani as a brand is structured as a pyramid divided according to quality and price. The organization is carefully structured since not many companies that follow into the footsteps of this one succeed. The issues we found were mostly in store glitches that should be definitely addressed and patched. Farthing into explanation stores suffer from an enormous gap between the Upper Management and the Sales Associates/ Cashiers. As previously mentioned only managers met on a regular basis discarding the rest of the staff. Neglecting the importance of meeting with the rest of the staff and opening a channel of communication between the managers and the rest of the employees led to further problems. Employees felt left out and had no loyalty because they were stripped from the sense of entitlement by not being involved or able to voice their opinions. A way to address this issue is enhance the communication between the managers and the staff in order to provide comfortable work environment for the staff where their loyalty with lead to genuine excitement. Another issue is the imbalance of task distribution that falls upon all the employees bellow the managers. Balancing out the tasks between regular staff and managers can benefit the company. Hiring additional personnel’s to assist with specific tasks will improve the dynamics of the company.

Uzair and Dana -

Your last section is called "Analysis of the Structural Frame". Is that your version of a recommendation/conclusion ? ( sorry, I haven't gotten around to reading everything yet ) If it is, then I don't think anything else is need from you. If it's not, then you should make a separate section for that ( re : hassan )

Brett -

Same goes for you buddy. If you've included a recommendation, please segment it clearly so I can put it in the final section. If you haven't, please do.

** All you guys need to do is to replace the word doc link that you posted earlier, with a newer edited version which has recommendations clearly outlined.( 150 words summing up what problems/issues/conflicts your frame analysis revealed, and 150+ words summing up how it should be addressed - that's the format that I followed in writing my recommendation..so it's not necessary that you do the same, but a similar format helps . )

To Randheers point about needing to know what each others recommendations are. Here is a rough draft. I will refine later this eve. Essentially it is a recommendation of training. Specifically teaching EE's how to profile customers, however not based on appearance rather through a series of probing questions that will allow them to engage the customer, establish a relationship, non-invasively prob to find out buying intentions and then move on. This will allow Managers to keep employees focused on Sales targets, but will avoid the prejudging of customers based on appearance.

Recommendation (ROUGH)

Given the intrinsic nature of competitive sales environment at A|X our recommendation would be to continue with the act of profiling however our recommendation would entail training on the proper application encourage the act of profiling. A suggestion of training in how to profijle properly, not profviling by appearance rather profiling by information. Our training would offer customer engaugement techniques, maximizing face time w/ clientele

Teaching them approach techniques, allowing them to break communication boundaries more quickly. Employees woujld be taught ‘openers’ or canned lines that can be used to initiate conversation. Training would also entail concision awareness arming employees with the Given the intrinsic nature of competitive sales environment at A|X our recommendation would be to continue with the act of profiling however our recommendation would entail training on the proper application encourage the act of profiling. A suggestion of training in how to profijle properly, not profviling by appearance rather profiling by information. Our training would offer customer engaugement techniques, maximizing face time w/ clientele

Teaching them approach techniques, allowing them to break communication boundaries more quickly. Employees woujld be taught ‘openers’ or canned lines that can be used to initiate conversation. Training would also entail concision awareness arming employees with the



Hey guys,

Attached please find the symbolic frame.I have included a few items in my document highlighted in yellow, just in case anyone may have any similar references in their sections, so as to be sure our figures are aligned. For example, I mention that the Armani organization was founded in 1974. I figured someone else probably mentions that. If the dates are different it's easy enough to change on mine. I also added a transitional paragraph at the end of my section leading into the analysis. It's higlighted yellow also, and doesn't need to be used if it doesn't make sense.

I'll see about linking in with everyone tomorrow evening/night to see what's left to be actioned. My hotel is supposed to have free internet so it shouldn' t be a problem.

BTP



( not fully organized yet, and I'm yet to finish the recommendations which shouldn't be more than 300 words. My recommendations would be to "introduce and incorporate employee training programs" since my research showed that none existed for Armani Exchange. And to implement an alternative system to commission based pay, since it leads to a maliciously competitive environment that compromises our "basic needs", and it leads to occurrences of mangers poaching sales from sales staff. The focus of the recommendations would be on improving job security, enhancing rewards, and empowering the employees. Just thought I'd sum it up for you guys since the recommendations for each frame are one aspect we all need to be aware of. )

( few more links, might prove useful to Political/ Structural frames)

http://www.venturerepublic.com/resources/giorgio_armani_-_the_ultimate_fashion_brand.asp

http://www.privco.com/SEM/COMPANY?pid=9597&gclid=CKa2ieycg68CFQ0DQAodOH0-2A

Liscences http://www.marketwatch.com/story/luxottica-profit-rises-in-armani-license-talks-2011-10-24

LINK to ppt http://www.google.ca/#hl=en&sclient=psy-ab&q=organizational+structural+frame+quotes&oq=organizational+structural+frame+quotes&aq=f&aqi=&aql=&gs_l=hp.3...70041l75789l5l76101l19l17l2l0l0l3l523l2925l9j4j0j1j2j1l21l0.frgbld.&pbx=1&bav=on.2,or.r_gc.r_pw.r_qf.,cf.osb&fp=157ed26346711921&biw=1366&bih=573

Some interesting research I came across:



Case Study On Armani:



Here are jot note summaries of all the frames; I thought these would be helpful in writing up your respective parts..

[]

Hassan, Here is that article we talked about...



Here is the Situatio Randheer submitted:



Hey...i dont know if i should be editing here... :S but here is the interview i had with the girl from Armani!





WTF is this? Cool. Anywho...

Nice quote from GA himself stating that Armani has a number of brands that they use to broaden their reach/accessibility. I was going to make the point myself based on the research I have done to date, but you nailed it.

// [This leads us to the conclusion that parts of Armanis structure doesn't match their "true" objectives .] //

Not sure if we can prove it yet, however it may make for an interesting discussion surrounding the ultimate power and authority GA has within the company. For example, it would be interesting to understand the reporting structure and decision making processes. I would expect there may be a board of directors, c-level execs reporting to them, shareholders, and then Armani himself. Identifying the competing powers in the political frame influencing the companies strategic direction may make for a worthwhile comparison btwn the "marketed/public facing vision", versus the actual direction that is disseminated to frontline sales staff (as in don't allow vagrants into the store. Don't sell to people that don't look like they can afford it). Armani suggesting the brand is accessible to all is one thing, however, I word argue that it is an entirely distorted reality. Take for example: "//Considered the most accessible Giorgio Armani brand, Armani Exchange is moderately priced in the general market, with average prices under $100//." (http://en.wikipedia.org/wiki/Armani), at that price point, the product is already fairly exclusive. These products are def. not targeting the "People of Walmart". It would be cool if we can find a division of the companies revenue by brand. That would give us the qualitative data to really see whether or not Armani actually cares that his product is intended to all or whether or not he only cares about specific segments which offer higher financial returns.

//[Personally I think it makes sense. If I was an all conquering elite fashion brand, my focus would be to diversify my market beyond just rich people. I would want to focus on how to make poor people spend the money they don't have.]//

I'm not sure that I agree. There is a cost to extending a brand into any market. If that market offers a low return on the investment, then the business case becomes harder to justify.Why would you care about selling to people w/ no money. Leave that for Walmart. Notwithstanding the impact ubiquitous accessibility of the product (jumping to the far end of the accessibility spectrum) would have on the brand. Arguably, if everyone had it, then no one would want it. I see high end fashion as a way to express creativity, show status and to differentiate. Its a way for people to present an image of self which they feel reflects the individuality of their being. Again, if everyone dressed the same, then the notion of differentiation would be lost. I think this would in fact be counter productive for Armani. Since the brand is primarily elitist, and not all are able to afford it, that is in large part what sets the product apart. This in and of itself, is what I see as a driving factor motivating people to spend say $10,000 on a suit. The sheer fact that they can do it and others can't.

Subsequent research has offered the following on the Company structure:

Giorgio Armani S.p.A. Executives
4 executives listed for [|Giorgio Armani S.p.A.'s] Milan Italy location.

Age 77 || [|Email] || Age 64 || [|Email] ||
 * ~ Title ||~ Name & Bio ||~ Contact ||
 * **President and CEO** || [|Giorgio Armani]
 * **CEO, Giorgio Armani Corporation** || [|Bruno Laguardia]

Questions for our Interview w/ the Armani Exchange EE

** Questions for the Symbolic Frame: **

Symbols carry powerful intellectual and emotional messages; they speak to both the mind and the heart. An organization’s culture is revealed and communicated through its symbols.

1) What was your role at ARMANI Exchange?

2) From your experience working at Armani Exchange, is there a particular symbol that was used to convey what the company stood for, or was about?

3) How about the store itself? (//For example: Perhaps there was a picture of Girogio hanging on the wall in an office? The Armani logo? A special lamp or a couch? etc.//)

**Customer Facing** - They use video wall /storyboard which show cases the general themes of the new looks they import. New lines are issued every 30 days

**Myths, Vision & Values**

**Myths** Operating at a mystical level, are the stories behind the story .They explain, express, legitimize, and maintain solidarity and cohesion.

4) During your training and throughout your tenure as a sales associate at Armani Exchange, were there ever any stories passed on to you as an EE? //(For example: Past sales associates’ successes, or failures? Reported appearances of Armani himself?)//

**Values** Values are intangible. They define a unique distinguishing character. During your training or throughout your tenure as a sales associate at Armani Exchange

5) During your training and throughout your tenure as a sales associate at Armani Exchange, what was presented as the core values of the company?

**Vision** A vision offers mental pictures linking historical legend and core precepts to future events. “The essence of a visionary company comes in the translation of its core ideology and its own unique drive for progress into the very fabric of the organization”

6) During your training and throughout your tenure as a sales associate at Armani Exchange, were you ever afforded a vision explaining what the company was set out to achieve? It’s raison-d’etre?

**Heroes and Heroines** (For example: Visits by CEO, Designers, Giorgio?) Heroes and Heroines model corporate values they hope to instill in their EE’s. They are individuals whose words and deeds exemplify and reinforced important core values.

7) During your training and throughout your tenure as a sales associate at Armani Exchange, were you ever introduced to, or encouraged to aspire to be like a certain individual//? (For example: someone who started as a Sales Associate and is now head of some department)//

**Stories and Fairy Tales** Storytelling has played a commanding role throughout history in disseminating knowledge. For example, consider the teaching of Jesus, the Buddha and Mohammed. Stories can serve to:
 * Spark action
 * Communicate who the company is–branding
 * Transmit values
 * Foster collaboration
 * Share Knowledge
 * Lead people into the future.

8) Sometimes the character and actions of Heroes and Heroines are communicated through the passage of stories, like folk or fairytales. In your experienced was this a method used to communicate these themes to you?

**Rituals** Ritual is routine that “usually has a stable purpose, but one that invariably alludes to more than it says, and has many meanings at once”. Ritual connects an individual or group to something mystical, more than words capture.

9) During your training and throughout your tenure a sales associate at Armani Exchange, did you ever participate in any ritualistic type activities. (For example: having regularly scheduled meetings and tarting meetings off w/ the rehearsing of a mantra or song?

**Metaphor, Humour and Play** Metaphors compress complicated issues into understandable images. Humor helps integrate, express skepticism, contributes to flexibility and adaptiveness, and signals status. Play relaxes rule to explore alternatives, encouraging experimentation, and creativity.

10) During your training and throughout your tenure a sales associate at Armani Exchange, did you ever experience the application of any of these themes in daily activities?

**General Q’s**

11) What names were used to define the various roles people could play in the store setting.

12) What names were customers given?

13) What was involved in joining the Armani team?

14) Was there any kind of specialized language used during your work tenure?


 * Re: Staff meetings:**

15) What was the frequency of these meetings?

16) What was typically covered in those meetings?

17) Who led them?

18) Would all sales associates participate?

19) Would all sales associates contribute?

20) How were EE successes handled?

21) How were EE failures handled?