Leading Organizational Change at Borders Bookstore
In defining the future direction of the Borders Book Store chain to mitigate the risks of going out of business, several key strategic areas of the company need to change immediately. Each of these areas is deeply engrained in the culture of the company, making them easily identified yet very challenging to overcome. For Borders to survive as a business however, the following areas need to be changed immediately.
First and most significant is the lack of operational scalability due to too much reliance on the physical store model (Raff, 2000). Pending capital investments planned for building new international stores need to be halted immediately, with the funds being invested more into initiatives that better match how customers purchase and consume books. By choosing to not to expand store operations using physical locations, additional funds will be available to break the dependence Borders has on Amazon for its online strategy (Villa, 2001). Borders' future is going to be won or lost online, and the stores in place serve as a suitable enough foundation for delivering an excellent customer experience. There is no need to continually build new stores in
Border Patrol protects the United States from potential terrorist activities, smuggling, trafficking, and illegal migration along the border. The operations and resource built base that has been conducted over the last twenty years has enabled U.S. Border Patrol to focus on the development and implementation of various Strategic Plans based on identifying high risk areas as well as targeted responses to meet such threats. This proposal is meant to serve
Borders vs. Amazon: Adaptability, Flexibility, and Management Structure Amazon and Borders Bookstore both remained very popular and profitable in the 2000's. However, as Amazon was rising, Borders was falling, in a series of events that eventually led to its demise and bankruptcy. These two companies both started by selling similar items- books and paper products. But their business models and management strategies differed immensely, enough to keep one in business and
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