LEADER 05425nam 2200709 a 450 001 9910462258203321 005 20200520144314.0 010 $a1-317-14554-2 010 $a1-317-14553-4 010 $a1-283-57240-0 010 $a9786613884855 010 $a1-4094-2433-2 035 $a(CKB)2670000000234688 035 $a(EBL)1002979 035 $a(OCoLC)809044623 035 $a(SSID)ssj0000711233 035 $a(PQKBManifestationID)12330346 035 $a(PQKBTitleCode)TC0000711233 035 $a(PQKBWorkID)10700099 035 $a(PQKB)10593450 035 $a(MiAaPQ)EBC1002979 035 $a(MiAaPQ)EBC5294034 035 $a(Au-PeEL)EBL1002979 035 $a(CaPaEBR)ebr10590594 035 $a(CaONFJC)MIL918995 035 $a(Au-PeEL)EBL5294034 035 $a(CaONFJC)MIL388485 035 $a(EXLCZ)992670000000234688 100 $a20120329d2012 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aEffective multi-unit leadership$b[electronic resource] $elocal leadership in multi-site situations /$fChris Edger 210 $aBurlington, Vt. $cGower$dc2012 215 $a1 online resource (329 p.) 300 $aDescription based upon print version of record. 311 $a1-4094-6041-X 311 $a1-4094-2432-4 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; List of Figures; Abbreviations; About the Author; Acknowledgements; CONTEXT OF THE MULTI-UNIT ENTERPRISE; 1 Introduction; 1.1 Why Multi-Unit Leaders?; 1.2 What is the Multi-Unit Enterprise?; 1.3 History of the Multi-Unit Enterprise; 1.4 Disruptive Forces; 1.4.1 On-Line; Threat or Opportunity?; 1.4.2 Changing Consumer Expectations; 1.4.3 Economic Conditions; 1.4.4 Disruptive Effects; 1.5 Challenges of the Multi-Unit Firm; 1.5.1 Optimising Unit-Based Human Capital; 1.5.2 Consistency of Standards; 1.5.3 Standardisation versus Customisation 327 $a1.5.4 Format and Channel Proliferation 1.5.5 Centre versus Local Tensions; 1.6 The Multi-Unit Leader (MUL); 1.6.1 History of the Role; 1.6.2 Previous Research; 1.7 A Model of Effective Multi-Unit Leadership; 1.7.1 Research and Methodology; 1.7.1.1 Data collection; 1.7.1.2 Data analysis; 1.7.2 Conceptual Model of Effective MUL; 1.7.2.1 Drivers and clusters; 1.7.2.2 Critical dependencies; 1.7.2.3 Theoretical underpinning; 1.7.3 Book Structure and Arguments; 2 Strategic Responses to Disruption; 2.1 Mediating Factors; 2.1.1 Ownership Type; 2.1.2 Service Firm Life Cycle 327 $a2.1.3 Adaptive Expert Leadership 2.2 Strategic Responses; 2.2.1 Cost Leadership; 2.2.1.1 Supply chain efficiencies; 2.2.1.2 Labour efficiencies; 2.2.1.3 Site, plant and building efficiencies; 2.2.1.4 Operational efficiencies; 2.2.1.5 Promotions and sales efficiency; 2.2.2 Differentiation; 2.2.2.1 Amenity and experience; 2.2.2.2 Product distinctiveness; 2.2.2.3 Customer promise and service; 2.2.3 Value; 2.2.3.1 Results-based solutions; 2.2.3.2 Process quality; 2.2.3.3 Price; 2.2.3.4 Customer access costs; 2.3 Organisational Design; 2.3.1 Best Practice Design Principles 327 $a2.3.1.1 Alignment mechanisms 2.3.1.2 Gates and 'filtration' processes; 2.3.1.3 Feedback and insight loops; 2.3.1.4 Re-set mechanisms; 2.3.1.5 Rapid decision forums; 2.3.1.5 Talent planning processes; 2.3.2 Operational Roles; 2.3.2.1 Unit managers; 2.3.2.2 Area/District/Regional managers (MULs); 2.3.2.3 Regional/Zone director; 2.3.2.4 Divisional/Managing directors; 2.4 Internationalising Multi-Unit Enterprises; 2.4.1 Why Internationalise?; 2.4.1.1 Diversification and growth; 2.4.1.2 Developing markets; 2.4.1.3 Efficiency; 2.4.1.4 Defence; 2.4.2 How do Multi-Unit Enterprises Internationalise? 327 $a2.4.2.1 Web-based penetration 2.4.2.2 Franchising; 2.4.2.3 Green site; 2.4.2.4 Joint ventures; 2.4.2.5 M&A; 2.4.3 Key Success Factors of M&A; 2.4.3.1 Financial analysis and strategic intent; 2.4.3.2 Integration and socio-cultural compatability; 2.4.4 International Multi-Unit Leaders; 2.5 Summary; ACTIVITIES; 3 Activities and Issues; 3.1 Core Activities; 3.1.1 Operating Systems; i) Labour processes; ii) Standard operating procedures; iii) Availability, stock and waste processes; iv) Sales and pricing monitoring; v) Due diligence and essential maintenance processes 327 $avi) Ad hoc processes/change initiatives 330 $aLand-based multi-unit service enterprises face significant economic disruption at the present time. A pivotal actor in these organisations is the Multi-Unit Leader (MUL) - otherwise known as District, Area or Regional Manager. Given inherent challenges and their complex positional space, how do effective MULs optimise performance? In his book, Effective Multi-Unit Leadership - full of up-to-date case studies - Chris Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, 606 $aLeadership 606 $aManagement 608 $aElectronic books. 615 0$aLeadership. 615 0$aManagement. 676 $a658.4/092 700 $aEdger$b Chris$0863662 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910462258203321 996 $aEffective multi-unit leadership$91927625 997 $aUNINA