Ministry of Sound Case Study

1.From the offset Ministry of sound has had to deal with numerous environmental factors that has fashioned the club in the early stages and in the later years. defy it has hindered its development or accele sited it is up for abstract. During the early stages logistically they had to deal with the stretch forth of the clubs location being in a high crime rate borough of Southwark situated in Elephant & Castle. in any case with Acid House derived practice of medicine, the nightclub transmitted the underground rave culture that is synonymous with the designer medicates of the 90s such as ecstasy. The national drug offences crime rate is at 4.5 were as Southwark council is 18.6 far exceeding national average, this is shown in appendix 1.These factors could take a crap been detrimental to the development of the club and portray the label in a negative public image. In addition with the security team fuelling the drug trade in spite of appearance the club could be seen as one of the article of faith threats. But with the overhaul of the security team and the zero tolerance on drugs, they managed to compound the clubbing ethos to a cleaner and safer environment. During the later stages one of the failing could be the commercialisation of the stigmatise, loosing the edgy and underground crowd that established the club. up to now this also means commercial success with ministry of sounds DJ Eric Prydz call on me reaching number 1 for 16 weeks in 2004.2.The capabilities of ministry of sound has immensely increased over its life span with itself becoming a brand, gaining brand recognition. Which could be now recognised as a worldwide music lifestyle. With its product portfolio ranging from record labels, branded app arl/electronics, worldwide tours, radio and physical fitness DVDs. it has outgrown its venue in south London from just a nightclub to a movement, being able to influence popular music trends and unearthing sassy styles and genre of music. Min istry of sound has now achieved a significant heraldic bearing inside the industry, which allows the company to expand and diversify its product portfolio successfully within the mainstream markets.3.To identify the main stake payers we encounter to contraryiate the qualities and recognise the levels of significance they hold to the organisation. We can do this by analysing stakeholders by categorising them, such as internecine and external stakeholders and by using the agent interest matrix as shown in appendix 2.There are 4 categories within the power interest matrix that we can apply to Ministry of sound. The fist being A minimal effort which is low power and low interest, they do not have any authority they can exert onto the organisation. Then on that point is B keep informed these stakeholders have high interest and special ability to influence directly, for example those who visit the nightclubs and events and retail customers. However they do expect a high quality se rvice or product, whilst expecting a euphoric experience.Category C keep satisfied are stakeholders that have low level interest but can exert change relatively easily, such as government bodies or local authorities. Their expectations take care to be generic to all other organisations, follow laws and regulations and act coherently within society. Lastly being arguably the most important stakeholders are D attain players these are employees and investors like venture capitalists 3i, who are key players in ministry of sound organisation. Expecting good return on investment and dividends, whilst expanding creating appendage and longevity for the company.4.Strategic choices at this point are vital to the prosperity and approaching of Ministry of Sound. They are required in this case to develop their strategies to improve the capital punishment of the organisation in accordance to their external factors.Taken from Johnson, Scholes and whitington Exploring corporate dodging states there is a strategic model were a business send off will be taken in relation to three requirements. Suitability, does it suffer economical sense? Also would it be suitable in context of environment and capabilities. So if Ministry decided to open a new super-club in Dubai, would it make economical sense? Dubai may have high levels of expendable income within its population, but the market may not be as strong or cultural differences may occur. Another is a financially superior competitor may invest more entering the market. Feasibility, are the resources available to execute the strategy? Includes cash flow analysis break-even analysis and forecasting. Acceptability, this is in relation to the risk involved in the project and the returns gained. Also to do with stakeholders, it requires the company to review the reactions and the possibilities of the venture.5.Another factor they should include is when entering new markets and countries, they should employ mid level native man agers. This is to extract local association of laws and cultural differences, in order to maximise company competency within the new country. So when considering reorganization and the three divisions, each need to be catered in forms of correct management style and strategy implementation. I harbour with the reorganisation of the company as it separates departmental aims and outcomes.This intern specialises each department, further the company should employ previously successful and experienced department managers. This would curb the running of the departments to be more efficient and productive. In conclusion the reorganisation is key to the development of company, and now relies on the implementation of the key strategies. With the rearrangement of the company, different aspects can get specialisation and close focus rather hence being neglected that could be detrimental to the organisation. This is imperative for long terminal orientation of the product portfolio and exp ansion prospects.Bibliographyhttp//news.bbc.co.uk/1/hi/england/london/8468372.stm