'Ministry of Sound Case Study\r'

'1.From the offset Ministry of sound has had to view with numerous environmental factors that has fashi unrivaledd the cab art in the early stages and in the after years. Weather it has hindered its move upment or deepen it is up for compend. During the early stages logisti come up toy they had to deal with the write of the clubs location being in a high crime ramble borough of Southwark rigid in Elephant & Castle. Also with â€Å" acerbic House” derived music, the nightclub inherited the pipe rave culture that is synonymous with the reason drugs of the 90’s such as ecstasy. The national drug offences crime rate is at 4.5 were as Southwark council is 18.6 far exceeding national average, this is shown in adjunct 1.\r\nThese factors could pay back been detrimental to the development of the club and exhibit the label in a shun public image. In addition with the credentials team fuelling the drug trade indoors the club could be seen as one of the princi ple threats. But with the overhaul of the auspices team and the zero tolerance on drugs, they managed to change the clubbing ethos to a antiseptic and safer environment. During the later stages one of the weakness could be the commercialisation of the brand, loosing the â€Å"edgy” and â€Å"underground” assembly that established the club. However this also office commercial success with ministry of sounds DJ Eric Prydz â€Å"call on me” r distributivelying number 1 for 16 weeks in 2004.\r\n2.The capabilities of ministry of sound has vastly increased over its life pas de deux with itself becoming a brand, gaining brand recognition. Which could be now recognised as a worldwide music lifestyle. With its product portfolio ranging from; accede labels, branded app bel/electronics, worldwide tours, radio and fitness DVD’s. it has outgrown its venue in south London from just a nightclub to a movement, being open to influence popular music trends and une arthing naked as a jaybird styles and genre of music. Ministry of sound has now achieved a signifi dopet presence deep down the industry, which allows the ships ships company to expand and diversify its product portfolio successfully inwardly the mainstream markets.\r\n3.To identify the main stake subdueers we go through to differentiate the qualities and recognise the aims of significance they hold to the organisation. We can do this by analysing stakeholders by categorising them, such as internal and remote stakeholders and by using the position busy matrix as shown in appendix 2.\r\nThere ar 4 categories deep down the power bear on matrix that we can apply to Ministry of sound. The fist being A â€Å"minimal effort” which is low power and low interest, they do not abide any authority they can preserve onto the organisation. Then there is B â€Å" assert informed” these stakeholders have high interest and limited ability to influence directly, for int erpreter those who visit the nightclubs and events and retail customers. However they do expect a high reference service or product, whilst expecting a euphoric experience.\r\nCategory C â€Å"keep satisfy” are stakeholders that have low level interest but can apply change relatively easily, such as government bodies or topical anesthetic authorities. Their expectations come out to be generic to all different organisations, follow laws and regulations and act coherently within society. Lastly being arguably the close important stakeholders are D â€Å" find players” these are employees and investors like venture capitalists 3i, who are discover players in ministry of sound organisation. Expecting neat return on investment and dividends, whilst expanding creating development and longevity for the company.\r\n4.Strategic choices at this point are vital to the prosperity and future of Ministry of Sound. They are required in this case to develop their strategies t o improve the performance of the organisation in accordance to their external factors.\r\nTaken from Johnson, Scholes and whitington â€Å"Exploring unified scheme” states there is a strategic model were a business roadway will be taken in relation to cardinal requirements. Suitability, does it make economic sentience? Also would it be fit in context of environment and capabilities. So if Ministry decided to open a saucy super-club in Dubai, would it make economical sense? Dubai whitethorn have high levels of fluid income within its population, but the market may not be as sinewy or cultural differences may occur. other is a financially superior rivalry may invest more immersion the market. Feasibility, are the resources available to execute the strategy? Includes cash flow analysis break-even analysis and forecasting. Acceptability, this is in relation to the risk tangled in the project and the returns gained. Also to do with stakeholders, it requires the comp any to review the reactions and the possibilities of the venture.\r\n5.Another factor they should let in is when entering new markets and countries, they should employ middle level native managers. This is to extract local knowledge of laws and cultural differences, in tack to sither to maximise company competency within the new country. So when considering reorganisation and the three divisions, each need to be catered in forms of correct management style and strategy executing. I agree with the reorganisation of the company as it separates departmental aims and outcomes.\r\nThis intern specialises each department, however the company should employ antecedently successful and experienced department managers. This would go over the running of the departments to be more good and productive. In conclusion the reorganisation is key to the development of company, and now relies on the implementation of the key strategies. With the rearrangement of the company, different aspects can get specialisation and close focus rather then being neglected that could be detrimental to the organisation. This is imperative for long marge orientation of the product portfolio and expansion prospects.\r\nBibliography\r\nhttp://news.bbc.co.uk/1/hi/england/london/8468372.stm\r\n'