+ 44 20 8144 3706Introduction:
B&M is the one of the largest retail chains in the UK which operates almost 600 stores in the UK and some in other European nations. In the present research study, B&M corporate objectives, overview, structure and business model are explained. In the middle part of the study, PESTLE, SWOT and Porter five forces model are applied to company. Further, knowledge management information system is explained and most suitable one is identified for the firm. Way in which it will develop competitive advantage for the firm is discussed in detail. At end of the report, conclusion section is prepared.
Organization overview:
Overview of the B&M European retail value: B&M European retail value S.A is the UK retailer company that was formed in the year 1978. In the current time period company is employing 28000 individuals in its staff. From the year 2008 to 2016 firm expand its business at a rapid pace and increase its stores from 20 to 500 (Monios, 2015). In the year 2016 every weak new store was opened. This reflects that firm makes capital expenditure in its business. In the current time period business firm is selling foo items, furniture, and other electronic items on large scale in the UK and some other European nations.
Corporate objective: The Major objective of the business firm is to consistently expand its business at a fast pace in the UK market. The firm’s main objective in this regard is to cut costs as much as possible in the business so that profit can be increased at the rapid pace (Overview., 2020). In this regard B&M need to use advanced technology in its business so that economies of scale can be generated by the company operations.
Corporate structure: The firm is operating in multiple nations and in future time periods, it aggressively intends to expand its business. Thus, the firm develops most suitable corporate structure in its business. In the organizational structure, there is top level of management that consists of CEO, CFO, etc. Separate department is developed for each region which looks over performance of specific countries and makes the most appropriate decision. Further for each function of the business operations there is a separate department like logistics and marketing, etc. It can be said that firm is following appropriate structure in its business.
Business model of B&M: B&M like other companies Lidl and Aldi directly purchased products from the companies that are based on UK and China. The firm buys goods in large quantity from relevant firms due to which it gets them at cheaper price. Grocery products are usually purchased from the UK FMCG sector firms (Filimonau and Gherbin, 2017). Non grocery products are purchased on a large scale from the Chinese companies. Relative to Tesco firm buy these items on more flexible terms.. All these imported products are distributed on varied warehouses that firm have in the nations. With these warehouses, products are supplied to the retail stores on a regular basis. Thus, the firm is following vertically integrated business model in its business.
Implementation challenges:
Three implementation challenges are given below.
• Improper data gathering: In supply chain it is observed that usually those working in it manually entering data which may be wrong due to human error or less attentiveness. If the data gathered will be wrong then in that case decisions made will also be wrong. Hence, it becomes a very hard task to ensure that data gathered is right. This is one of the major challenges that B&M will face in implementation of BI system at the workplace. In order to solve this problem entire information related to supply chain must be stored on the computer and quality team must check same data multiple data (Wang and Hou,, 2015). By doing so data accuracy can be improved to some extent.
• Issues with data integration: Supply chain of B&M is complex and in respect to particular product lots of data is generated in the business from multiple sources. It’s become very hard task for the BI developer to estimate data schema to integrate data related to a particular product from multiple sources in a proper manner. One need to understand B&M business and its supply chain as well as data sources deeply so as to develop an architecture related to data in proper manner.
• Space issue with server: In supply chain every day large chunk of data is generated and entire data is stored on the cloud. For this sufficient space is required. It is hard for a BI developer to accurately estimate space size for data storage on the cloud (Cui. and Wu, 2016). The company cannot delete previous year’s data because same are also very useful for it. Whatever space firm takes on cloud for data storage will seems insufficient and every year due to this reason storage cost will increase in the business. It becomes hard for the firm to bear this cost as it already earn less profit in its business.
Reference:
Books and Journals:
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Ankamah-Yeboah, I. and Bronnmann, J. 2017. Asymmetries in import-retail cost pass-through: Analysis of the seafood value chain in Germany. Aquaculture Economics & Management. 21(1). 71-87.
Ansah, E. K. and et.al., 2015. The impact of providing rapid diagnostic malaria tests on fever management in the private retail sector in Ghana: a cluster randomized trial. Bmj. 350. h1019.
Bogomolova, S. and et.al., 2015. Price promotion landscape in the US and UK: Depicting retail practice to inform future research agenda. Journal of Retailing and Consumer Services. 25. 1-11.
Bolisani, E. and Bratianu, C., 2018. The emergence of knowledge management. In Emergent knowledge strategies (pp. 23-47). Springer, Cham.
Breugelmans, E. and Campo, K. 2016. Cross-channel effects of price promotions: an empirical analysis of the multi-channel grocery retail sector. Journal of Retailing. 92(3). 333-351.
Capilla, R. and et.al, 2016. 10 years of software architecture knowledge management: Practice and future. Journal of Systems and Software. 116. 191-205.
Chen, X., Wang, X. and Jiang, X. 2016. The impact of power structure on the retail service supply chain with an O2O mixed channel. Journal of the Operational Research Society. 67(2). 294-301.
Cui, A. S. and Wu, F., 2016. Utilizing customer knowledge in innovation: antecedents and impact of customer involvement on new product performance. Journal of the academy of marketing science. 44(4). 516-538.
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