Boost Juice Case Study - Culture PDF

Preview

Summary

Case Study analysis of Boost Juice's Culture...

Description

BOOST JUICE CULTURE The traditional way of thinking/doing things. Agreed by most members. New members must learn to be accepted Observable Symbols

Physical Workplace Layout

         

Communication Patterns Myths + Stories Practices + Behaviour

   

“love life” philosophy Boost Logo & Guarantee Staff uniform In support centre- no dress code Barry Boost—Mascot New + innovative fittings and fixtures Bright bold seductive menu boards + boost specific graphics. (colourful décor) Design changes every 18 months Guarantee on every stores’ wall Jargon— ‘boostie’, ‘boostieship’, ‘boostagram’, ‘B Gen’

“hire slowly; fire quickly” find suitable people, fire those who aren’t good must be fired quickly Interviews + recruitment based on philosophy w/ cultural fit questions. “Love Life” attitude— ‘energetic, honest, passionate, somethings funky, fun and always high performance”

 Values, Beliefs, Feelings Focus on intrinsic motivation, love life love job Good work-life balance

Integrationist Theory Points Strong Unified Culture

Top-down control Common values

Elaboration - “Love Life” philosophy seen in every store by guarantee - Engineered by founder (Janine Allis’s enthusiasm), selection (Searches for people who would be a ‘good cultural fit’, fires anyone that’s not good) - Punishment- get fired if you’re not good enough - Socialisation—team meeting night which one employee said was “SUPER FUN” - Janine Allis keeps a close eye on all aspects of the business - Management decides everything. (all low-staff ratings dislike management) - Enthusiasm and ‘love life’ philosophy. Encourages staff to always be energetic

Individuals with strong organisational commitment

-

Happy staff feel comfortable and happy

Consensus on External Adaptation: -

Goals all link with the ‘love life’ philosophy as well as the desire to be “to become to juice, what Starbucks is to coffee” Goals accomplished by increasing engagement and measured by numbers and monetary profit from apps (e.g game) & in loyalty card Prepared with repair strategies: Allis defends her juice/smoothie products-- Frames it by saying “it’s what’s inside that counts” Apologises for any inappropriate ads

Consensus on Internal Integration: -

Boost Jargon Staff need to abide by the ‘love life’ philosophy Clear who’s in and out through the boost jargon (namely ‘boostie’) Clear recruitment and interview questions and desired answers for allocation of status/power/authority.

Differentiationist Theory of Culture: Points Different master franchisees Different subgroups

Elaboration In each new country, different master franchisee in charge of the success of boost overseas. They must have retail experience. Have advantage of local knowledge—regulations & taste preferences. Accounting, customer service, digital finance…etc etc. Support centre has NO dress code while main store does. BUT OVERALL everyone still needs to follow the philosophy

Have middle management

Critical Theory: How are employees affected? -

Some staff hate management

People who benefit from the culture: -

Allis & company leaders—ensures staff conform to this informal control philosophy. Can reject/fire anyone unsuitable to the ‘love life’ philosophy

How easy is it to resist the culture? -

Not easy. Very ingrained into the company Get fired/rejected in you don’t follow it

Consequence of Culture -

Staff turnover is high May lose valuable staff who just don’t fit in with the philosophy. (decrease diversity maybe) Keep people in line with values though philosophy

Recommendations **...