Organization PaperOrganization PaperIn my discussion question, I stated that I believed that the Pampered Chef is organized in a network structure. A network structure consists of “independent, mostly single-function firms that collaborate to produce a product or a service” (Bateman, T. S. and Snell, S.A., 2007). I believe this is how the Pampered Chef is organized because they are a direct sales business, with independent sales people working towards the company’s mission. The mission is twofold: to provide opportunities for individuals to develop their natural skills and talents to their fullest potential and to enhance the quality of family life through quality kitchen products backed with support and information (Our Company: Our Mission). I plan to address how the Pampered Chef operates in the network structure as it pertains to physical assets, human resource and technology.
The Pampered Chef uses the most secure, private, encrypted and private data at its disposal which has enabled it to deliver a service to every one of its customers and staff. It also has an extensive database of the customer and employee contact information to ensure all people from all the different sectors share that information as well as personal information. The Pampered Chef can work with the largest online organizations or with small corporate partnerships to achieve these goals, but with very different customer relationships and the power of private servers, users can’t easily work out which services will meet the needs of each individual customer, nor is they likely to get a high-quality service (Our Company: Our Mission).
This makes the Pampered Chef an ideal service provider for larger groups, but not a replacement for small groups or for large companies.
The Pampered Chef does not require a single, corporate level staff member to have been recruited in any specific company, a person can only be hired within certain timeframes. As is the case with many, there is a huge variation in how often a person is hired by the Pampered Chef. However, in my opinion this only works because most of the people I have interviewed have to be on a specific team that includes regular people with the same experience and qualifications (Our Company: Our Mission).
I believe this is important because as the business becomes more connected than ever, the scale of the business can increase the complexity of the business. It has to become simpler in order to cater to customers, to have lower fees, to be flexible about how much they can pay. But of the six-to-ten percent of large or small companies that have their own headquarters, only half do this.
So in order to provide customers with the very best service, it is vital that in order to build an online network, you would need an enormous amount of servers and software and software. To make this process easy it would be very important to hire many people in different roles. Because of this need, I have worked with over fifty different companies and I expect that by working with more companies, they will be able to hire someone who knows exactly what they are doing. For example, I have worked with several online business players in Germany. For a quick summary, just use the following to learn about the different online businesses in Germany that I have worked with:
• Catering
• Sales
• Retail
• Food Services
• Retail Sales
• General Supply Chain
• Digital Marketing
• Internet Marketing
• Internet Advertising
• Government Communications
• General Services (e.g.: Business administration/information technical support, sales and marketing, procurement, sales and marketing, financial services & tax administration);
• Telecom
• Telecommunications Services (e.g.: Telephone support, Internet & Internet services, Internet connectivity, online customer support; Marketing);
• Consumer Affairs
• Professional Services
• Consumer Affairs (e.g.: Information security, customer service support);
• Corporate Development
• Operations Administration
• Corporate Development
• Corporate Programs
• Telecommunications Communications
I would never say that it is the best system, but an organization can rely on it because it has many independent and well-trained employees. An organization needs to pay their way towards the highest possible salary for top quality professionals, and it must be able to use the best technical talent for all positions.
I believe the Pampered
Doris Christopher began the Pampered Chef in her basement in 1980. She started by going to local kitchen equipment producers and asking them for a dozen of each of a select few items (Mamis, 1995). Starting with only 71 items, she developed the kitchen show and created recipes that enticed customers to purchase the products (Our Historical Timeline). Over the last 25 years, the company has expanded from her basement to a building to eventually four buildings to its current location, a single facility in Illinois (Our Historical Timeline). The company has grown from a $3000 home business to an enterprise worth over $700 million (About Our Founder).
The Pampered Chef relies on its current sales force to recruit new consultants. They usually make the business look not only easy but also fun. Free and discounted items, flexibility, and exotic vacations are just a few of the incentives that the company offers to attract new consultants (Your Business). The company offers numerous ways for consultants to train or learn about the products. With a small start-up fee, a new consultant receives a variety of products, recipes that specifically use those items, DVDs and CD-ROMs that highlight the products or offer training, and access to the consultant-only website (Your Business). The website offers a variety of features, such as access to a multitude of recipes, training courses, downloadable business materials. The company offers bonuses to those that meet certain sales and recruiting criteria. These bonuses include extra discounts on items, extra commission on lower level consultants’ sales, recognition at conferences and bonus pay for expenses, just to name a few. The company produces new training videos at least twice a year, when the new selling season begins. The Pampered Chef also encourages new consultants to seek information and training from the consultant that recruited them and the field managers above them (Mamis, 1995).
This company has evolved drastically, technologically speaking, since its founding. Mamis (1995) wrote that in the beginning, inventory was haphazardly kept in Christopher’s basement. As orders came in, her employees would fill the orders by picking the items off the shelves, carrying as much as they could, and piling it on the counter. After four years of operating this way, Christopher purchased a nearby warehouse and gave her employees shopping carts (Mamis, 1995). Over the last twenty or so years, the company has expanded to its new location which is a 780,000 square-foot “Home Office” (Our Historical Timeline). They now use a computer driven system to fill the orders. The company has expanded globally to Canada, Britain, and Germany (Our Historical
, p. 44) in addition to the United States.
Mamis (1995) writes in detail about her previous work for the Russian-American Council on Foreign Relations. She also describes some things that the Russians “need to be paid.” For example, a lot of Western companies are paying for “research and development” – the main means of production. That way, the products available must be produced by “inveterate” scientists or engineers, or even by Western-trained specialists. In this way, “research and development” works much like international “engineering” – by placing “pivots” on their computers (Pivots are an acronym for Russian government workers – see also our study here). At the time of her time at the Council, Mamis said that “Pivots cannot be purchased from the foreign company to a foreign country at prices as high as Western countries have paid for the Pivots they need for products produced in Russia. ” In the same vein, a number of other Western organizations (such as the American Red Cross and the European Union) have paid as much for its scientists as the Russians.” She also says, she didn’t see the need for “specialties such as medicine, research, social sciences.” [p]
There is little to explain why the Russians would use an American company that had bought the C.O.D.R to develop Russian-American relations. They do so largely because the original Soviets had refused to take the initiative and have been so cautious when it comes to the “non-interventionist” side of the Soviet Union that the C.O.D.R. had gone ahead with the work. The fact that the Russian Academy of Sciences in Moscow made a final decision over the year 2001 was an instance of this. In fact, even before the Academy took this decision, the Russians had already made much progress with the C.O.D.R. from the outset. According to the C.O.D.R., the Russians had used their own experience as a partner on the council’s initiative – with American businessmen and officials in key positions – to help them make the decision in favor of the “liberal” side. For example, when the Russian Council of Economic Economic Co-operation was opened in 1993, it created the National Institute of Economic Integration, an institute which had been around for ten years. The Council of Economic Cooperation has since also been involved. [p]
In fact, the Council of Economic Cooperation had been the foundation of the Council of Economic Cooperation and Economic Co-operation
Consequently, there is nothing there that could explain why the Soviets would use an American company that had purchased the C.O.D.R. to develop Russian-American ties. According to The Washington Post, the C.O.D.R. sold its research assets to an American company called