Harrison-Keyes Implementation Plan    

Running head: HARRISON-KEYES IMPLEMENTATION PLAN GENERIC BENCHMARKING

Harrison-Keyes Implementation Plan Generic Benchmarking

Maritza Matos, Fernando Maggi and Julio D Otano

University of Phoenix

Strategic Implementation and Alignment

MBA-590

Jeffrey Jones

July 09, 2008


Harrison-Keyes Implementation Plan Generic Benchmarking

Introduction/no italics it is not a subtitle

Harrison-Keyes is a publishing company founded in 1899 and has played a successful role in the literature world and masters, making large amounts of money. HK is a global publisher specialized in educational and professionals textbooks specialized in technical, scientific and educational textbooks including educational materials for all levels of study. The company publishes around 2000 new titles each year.

Harrison-Keyes has been successful in the publishing industry, and attracts customers by offering specialized readings in science, technology, business, and education. Recently Harrison-Keys have experienced a decrease in sales, due to competition from low-cost retailers. The company’s efforts to improve their financial status resulted in hiring Meg P. McGill as their new CEO to implement new plans to improve the company’s present position.

A review of the scenario reveals problems Meg McGill is facing in his efforts to launch a new strategy of offering e-books to their readers. Meg McGill convinced the Board of Directors that e-books are the answer for the company’s problems. However, Meg McGill did not provide details regarding how the e-books project would be initiated and implemented. The lack of defining the project scope resulted in barriers to launch e-books to consumers. “Defining the project scope sets the stage for developing a project plan. Project scope is a definition of the end result or mission of your project and or product or service for your client/customer” (Gray & Larson, 2006, p.153).

As follows there will be the six (6) companies benchmarking discussions and concepts where Harrison-Keyes as a first step can identify potential solutions to the actual crisis within other company’s best practices, which have faced and solved similar problems.

Synopsis of Publix Super Market Inc/no italics it is not a subtitle

Publix Super Markets Inc. is a leader in the retail grocery industry. Founded in 1930 by George W. Jenkins, Publix has been a successful organization for over 75 years. Publix employs over 146,000 employees throughout the company’s 928 retail locations, corporate offices, 8 (in words- APA numbers starts at 9) grocery distribution centers, and 9 Publix brand-manufacturing facilities.

Over the years, managing supermarket waste has become an important issue for Publix Super Markets. Major concerns for the environment and how wastes have been/ is being discarded has prompted Publix Super Markets to research and develop methods to control super market waste. Government agencies, environment advocates, and communities have shown concern as well as to the practices of waste products in super markets. A website article quotes Ben Bradshaw as saying, “Unnecessary and excessive packaging and waste contribute to dangerous climate change. It also adds to the cost to local authorities and the public of managing waste.” (source?) The issues Publix face was, how to develop a waste management system that would be meet the company’s goals, adhere to government environmental policies, and satisfy their community’s interest. Publix's sought to create a project that would allow the company to “grow and maintain a successful business responsibly, without sacrificing a corporation’s present viability or our planet’s future.”(where is the source for this site?)

Publix responded to the issue of developing a waste management system by recognizing the need and importance of developing a waste management solution. Publix began a recycling program in the early 1970’s  is(delete) which is (ok) consisted of recycling cardboard. Waste management has been a part of Publix’s comments to reduce waste. “In 2006 our companywide recycling rate was 43 percent and we are actively working to improve this figure” (About Publix).

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Collaborating with the City of Deerfield Beach is an example of how Publix responded to the issue of waste management. “The project will install Florida’s first C-3 In-Vessel Composting System at Publix Supermarkets Store 861 to receive 100% of the store’s non-recyclable organic wastes.” (source?) Publix also collaborated with vende(o)rs and private label providers to participate in Publix’s waste management project. “Our policy with private label providers is that all packaging be either recycled or recyclable unless there is a food safety reason that prevents it. Publix and our vendors are converting from waxed cardboard shipping boxes to wax alternative ...

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