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TU WK 6 Working for the Best The Container Store Discussion

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HRM Response: (200 words response)
1 – Rose – Discussion Forum Week 6 – Working for the Best: The Container Store
When thinking about employee achievements and how they can be recognized, two immediate
tools come to mind. The first is a bonus that can be attained yearly or quarterly. Attainment is
achieved through performance which would be monitored not only by the employee but their
management as well. Another way to recognize employee achievement would be through
providing discounted stock offerings or equity within the enterprise in question. I believe this
would be a game-changer if the ability to purchase was also tied to performance, meaning the
better you perform, the deeper discount or more you can buy. Monetary compensation does not
always motivate people to achieve. I happen to be one of those people. While yes – monetary
compensation is a great reward, I enjoy added responsibilities that sharpen my skills. In return, this
often leads to financial compensation in the end. Ultimately a sound recognition system should
include items outside of cash to appeal to all employees. The best factors that have given me the
most motivation have been stretch assignments. Stretch assignments for me are often outside of
my traditional wheelhouse, requiring out-of-the-box logic for resolution. As a result, I can be
challenged and create a solution to a problem. My last stretch assignment was longer than most. It
ended up being three months versus most projects running no more than two weeks. My diligence
paid off as I learned a new skill set that is in use for a promoted role. The most significant time I
was discouraged from completing work was when there was no recognition of above-average
performance. Lack of acknowledgment was an issue for me as predecessors had seen mention and
moved on to more lucrative roles. As a result of being stuck, I became very disgruntled and
contemplated leaving the company altogether. The Container Store has a lock on the ideas of
equity and investment in employees. By proactively empowering employees, The Container Store
experiences many tangible benefits. Productivity increases are directly met with pay increases of
50% to 100% above the industry average in wages. The Container Store also has record low
employee turnover in comparison to industry counterparts. These ideas of employee investment
are in direct correlation with the Shared Organizational Strategy. The Container Store seeks to
share as much information as possible with employees creating personal autonomy and a sense of
belonging or family. (EIU Case Study, 2013).
References – EIU Case Study. (2013). Retrieved 18 November 2021,
from (Links to an external site.)
RESPONSE 1 (200 words):
2 – Morrissette
Employees can be rewarded for good job performance through profit sharing, gainsharing (specific
performance goals/targets), bonuses, raises, etc.… It is suitable for employees to be recognized for
their achievements on the job. Leaders should always recognize employee achievements. It helps
build/boost morale and motivates employees. Celebrate the small wins, encouraging employees to
strive harder to achieve the considerable/larger goals. Individuals feel good when appreciation is
shown for what they have accomplished.
I also understand that not all employees desire extrinsic rewards. Some have intrinsic values (take
pride in knowing they are doing a good job); this is all the motivation they need.
The factor that played a role in motivating me to perform at my best would be appreciated. I have
experienced situations where leaders did not show any appreciation towards employees for doing
a good job. The only thing that mattered was the bottom line, which I understand is that they are
the business to make money (profit), but showing a little appreciation to those who contributed to
profit margins would be nice. It can be very discouraging always to do your best to achieve
specific goals or reach particular organizational objectives, and no matter what, it is never good
enough. Once morale becomes low, it is hard to get individuals reenergized towards performance
goals; some quit.
By being selective in their hiring process, the container store helps create a dynamic culture within
their stores/organization. This process, in turn, helps with how they treat the customers by having
a great customer service experience people will continue to do business with them. Their concept
around hiring (1 great employee = 3 good employees) helps increase productivity. That mindset
supports their pay strategy where they pay 50-100% above industry standards. Then it becomes a
win-win for employees and the company. Organizational culture can go a long way in building a
successful business/business strategy. If employees feel valued and appreciated, they will work to
achieve strategic goals set by upper management. I believe it was Sir Richard Branson that said, “If
you take care of your employees, your employees will take care of your customers.” It is crucial to
meet employees’ financial needs and their emotional needs, and their sociological needs. Feeling
like family and feeling valued creates the desired workplace for employees. To look forward to
going to work and being around your coworkers helps with retention and reduces turnover. In
addition, leaders need to provide employees with the available resources to put them in a position
to be successful. This can be done through coaching, mentoring, etc… As a leader, understanding
your employees and their goals (professional/personal) can give insight as to how you can assist
them with achieving their goals. The container store cross training their employees helps with job
enrichment and can help the stores ability to develop future leaders. In addition, empowering
employees to make decisions and not micromanaging makes for a more autonomous work
RESPONSE 1 (200 words):
1. Specify your classmate’s failed product.
2. Briefly summarize their product failure and why they thought it failed.
3. Do you agree with their analysis? Why or why not.
1 – Bradley – Post 1
The product failure that I will be discussing are Burger King’s “Satisfries”. Burger King is a
fast-food restaurant that was founded in Jacksonville, Florida in the year 1953 by Keith Kramer.
Kramer bought rights to a special grill machine which broiled burgers. Burger King is still known for
its flame broiled burgers and is home of the extremely popular burger, “The Whopper”.
In 2013, Burger King introduced a new product call, “Satisfries”. The fries offered a
healthier alternative to Burger King’s traditional fries. The fries healthier option included a batter
that was less porous, so the fries absorbed less of the cooking oil when fried; thus, creating a
french fry that contained 20% fewer calories than the traditional fries. (Sauter, Comen, Frohlich,
Stebbins). Burger King expected the Satisfries to be so popular that customers would be willing to
pay for a 19% markup compared to the traditional fries. (Associated Press) Unfortunately, the quick
failure of Satisfries ended the 2013 year with a sales deficit of 2.7%. Total revenue compared to
2012 was also down by half a million. Burger King attempted to salvage the money lost on the
Satisfries by quickly re-offering the Chicken Fries, which had been a success in 2005. The decision
to replace the Satisfries with the Chicken fries proved to be the best financial option for Burger
King. (Nusca)
In my opinion, Satisfries failed for several reasons. The first reason was that Burger King
didn’t advertise the new product very well. There are numerous reports of customers simply not
knowing the difference between the two fries and why there was a price difference. Which explains
the second reason for the product’s failure; the cost. When people are going to a fast-food
restaurant, they are looking for value. Burger King failed to capture not only the initial sale of the
Satisfries due to poor marketing and higher price point, but also failed to capture the returning
customer. The third reason it failed was because, in general, people are not looking for healthy
options when dining at a fast-food restaurant. All reason combined; Burger King produced a
product that failed within a year of its release.
2 – Frink, Post 1
New Coke was a new product introduced by the Coca-Cola corporation in 1985. Perhaps calling it a
replacement product would be more fitting however. Coca-Cola was a household name and had
become a quintessential American company following the second world war. However, the
company was worried about the market share loss by its flagship product, Coca-Cola. In order to
try and make it more appealing they altered the recipe of the soft drink to make it sweeter. In focus
groups only about 10-12% of subjects strongly opposed the new flavor, so there were no overt
warning signs that the new product would be a massive failure. (Pendergrast) Furthermore,
company stock went up after the public announcement and market research showed that 80% of
Americans were aware of the new product within days. (Hays)
Public resentment of the new product ran high particularly in the southern US, which had
traditionally been the best market for the company. Many saw it as a betrayal to both the product
and tradition. Even worse, the company’s biggest rival, Pepsi had a field day. Pepsi ran many TV ads
and even took out a full page ad in the New York Times claiming victory in the cola wars. (Hays,
Pendergrast). On the afternoon of July 11, 1985, Coca-Cola executives announced the return of the
original formula, 77 days after New Coke’s introduction. ABC New’s Peter Jennings interrupted the
show General Hospital with a special bulletin to share the news with viewers. (Top 10)
In the end perhaps Coca-Cola’s own Marketing Vice President summed it up best when he said in a
1999 interview with SKI magazine: “Yes, it infuriated the public, cost us a ton of money and lasted
for only 77 days before we reintroduced Coca-Cola Classic. Still, New Coke was a success because it
revitalized the brand and reattached the public to Coke.”
I believe the company was too desperate to gain market share and thus acted hastily. They were
losing market share due to increased competition, not due to less interest or love for their product.
Furthermore, completely replacing the tried and true recipe with the New Coke was perhaps the
worst idea. If they had simply added it to their product lineup instead of replacing, all these
problems, negative publicity and profit loss would have been avoided.
Pendergrast, M. (2000). For god, country, and Coca-Cola (2nd ed.). Basic Books.
Hays, C. L. (2005). The real thing: Truth and power at the Coca-Cola Company. Random House Trade
Top 10 bad beverage ideas – TIME. (2010, April 23).,28804,1913612_19

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