Braga Wear operates a chain of luxury men’s clothing retail stores across the United States. It has been aggressively opening locations in new markets but has had a challenge in finding sales associates with the right fit and skill set.
Its flagship store in Toronto opened six months ago and sales budgets have not been met. The strategy for the flagship store is to sell high ticket items such as suits, formal wear, shoes and designer label items but analysis has shown high turnover in lower priced items. This store is important as it is the first in Toronto. Opening was hastened: Braga Wear’s President insisted that the store be opened before Toronto Fashion Week. As a result, the store opening was on an accelerated path … such as, finalizing sales strategy and budget, merchandising mix, the operations, and HR related activities.
The pool of sales associate candidates was large; everyone in local retail had heard about the luxury brand and its success in the United States. Jason, the store manager was recruited from Havana Wear, a fast fashion retailer. He has a successful track record of hiring high performing sales associates and took many of his Havana Wear team with him to Braga Wear. Again, because of tight timelines, there wasn’t enough time to conduct any training prior to the opening.
Turnover during the first year was low as the associates were obsessed with the mystique of the brand and its local potential. On her market visit, Jennie, the HR VP, visited the flagship store to meet the team. “It’s just been non-stop since the pre-opening,” Jason told her catching his breath, “We’ve been so busy getting the store ready and pushing sales that I haven’t even had a chance to attend corporate orientation yet.”
During a small group meeting with sales associates, Jennie wanted to learn about the latest fashion trends in Canada and what were the best selling items. Everyone avoided eye contact and mumbled various answers half-heartedly. “Surely the customers in your client books should be able to give you some data?” She asked. Jennie sighed at the confused looks she got from the group.
Upon her return to Braga Wear Corporate office, Jennie was asked to summarize her thoughts to senior management in a Digital Report presentation.
After reading and reviewing Chapter 3 (8th ed.), on the Needs Analysis Process, answer the following questions in details using a Digital Report format:
1. WHAT – Discuss the performance issues at Braga Wear (REMEMBER: Do not summarize any solutions at this stage). There are 3 lenses to conduct a needs analysis: Organization, Task, and Person (refer to Needs Analysis Process, Figure 3.1, 8th ed.). (a) Analyze the performance issues of Braga Wear from these 3 perspectives. (b) Determine which one(s) are the main focus or gap (this will help you plan for solutions (in part 3).
2. WHY – Determine the root cause(s) of Braga Wear’s performance issues. Use the Barrier to Effective Performance Table (Human, Technical, Information, Structural – Table 3.2 in 8th ed.) to determine the most relevant issues to this case?
3. SOLUTIONS – Diagnose the performance issues with solutions related to the root cause(s) identified above. In your prescription, make specific recommendations to the Toronto flagship store.
4. If a training objective is a statement of what trainees are expected to be able to do after a training program, a) provide 1 (one) training objective you would consider presenting in a training program for employees at Braga Wear? b) What content would you include in a training program for the employees at Braga Wear?
