Use the model of input/output procedure

Topic: BusinessOrganization
Sample donated:
Last updated: April 16, 2019

Managing resources is the key for survival in the markets. In authors opinion deployment of these resources is very essential to gained profits and competitive advantage in the markets. For instance Lidl avoided expensive flooring, furnishing or embellishments as these added to cots. Apart from a few basic fixtures llike pallets, wire bins for promotional goods, and simple shelves, the stores avoided features associated with regular retail outlets.Neely (2008) defined the productive system as the means by which we transform resource inputs to create useful good and services as outputs.

This transformation diagram can be seen from above figure. The input- conversion-output sequence is a useful way to conceptualize productive systems, beginning with the smallest unit of productive activity, which can be referred as an operation. An operation is some step in the overall process of producing a product or service that leads to the final output. For example, in the case of lidl the products are brought to a buying office has an input. The products are scanned, checked in terms of quality and stacked in the warehouse, and later distributed to every lidl outlets across the boundary i.

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e. the warehouse process itself. The operation of stacking those products into the shelves and price tagging them and selling to the customers are the outputs of the operation, that the customers purchases. These operations are organised into appropriate sequences to produces larger system of production. The resources used in inputs may take a wide variety of forms.Lidl places a strong emphasis on low prices in its core retailing brand. The company maintains these low prices by cost-saving measures including volume buying, low-cost raw materials and “just-in-time” calculations for store deliveries, and through a limited product assortment, and thanks to aggressive negotiations with suppliers and logistics service providers.

The basic nature of stores also keeps costs down, with the company seeking to avoid what it calls “unnecessary expense” on presentation and store fit. Moreover, like its rivals, Lidl cuts costs by having only trolleys and no baskets, and charging customers for carrier bags. Although Schwarz claims that “Simplicity is the benchmark for all our operations and work processes”, it is likely that the company will have to become more refined in its operational strategies as it seeks to adapt to changing market conditions and the diversity of demand across national markets. Lidl, is already offering a more sophisticated, upmarket product range, including organic, health-oriented and Fairtrade lines, as well as shifting from pan-European buying and marketing to a greater focus on national brands.Lidl’s operating efficiency is also based on hard working conditions in its stores, making its employees work overtime and preventing employees from taking breaks, for example. In some German stores, there are reports that employees have been subject to secret video supervision, according to the trade magazine. In addition, it is estimated that Lidl pays its employees 20% less than Aldi.

Although employees are ready to accept more difficult working conditions in periods times of high unemployment and economic uncertainty, in the longer term Lidl may struggle to attract new employees and retain staff as a result of its reputation, and could also be affected by labour disputes.

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