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The Green Mountain Coffee Roasters (GMCR) Inc. is an American company that is publicly traded in NSE and the company deals in a range of coffee brands. As at today, the GMCR has grown to become coffee industry leader. The GMCR was founded in Waitsfield, Vermont by 1981 as a mere café. However, following the robust demand for coffee, GMCR seized the opportunity to become one of the major players in the roasted Arabica Coffee market. The GMCR’s reputation in the coffee industry grew faster owing to the high quality coffee products produced by the company, thus the reason behind the surging demand for the company’s freshly roasted coffee (Czinkota, & Ronkainen, 2007). The GMCR has grown to become a leading employer offering both full-time and part-time employment opportunities to more than 1500 people and also producing over 200 coffee selections to suit the diverse tastes and preferences of the customers. The company is driven its primary goal of market share dominance and maximization of its values and interests.
The Need for Training
Although the GMCR Inc. was been successful over the last two decades particularly in the U.S., the degree of the company’s success is relatively low in the international market. For instance, the decision to consolidate some its business units was not well received given its economic impact, including laying off of workers and weakening of the GMCR’s reputation (Marshall, 1999). Instead, the company should have opted to offering training programs to its employees in the low performing markets purposely to imbue the employees with the right knowledge and skills to enhance their marketing skills, improved customers relationships, and corporate social responsibility as a way of improving the company’s performance. Besides, the MGCR Inc. should focus on developing feasible strategies of improving its performance in the market such as use of modern technology in its distribution and marketing channels. The introduction of e-business and e-commerce in its operations calls for providing the employees with the rights techniques in electronic and online trade (Czinkota, & Ronkainen, 2007).
Training Objectives
After identifying the market gap, it is essential for the GMCR Inc. management to identify its training objectives purposely for improving the market position of the company both in the domestic and international market (Pride, & Ferrell, 2010). The training program targets all the GMCR employees in the distribution, marketing, and customer relations department. With poor customer relation, inadequate corporate social responsibility, and imbalance adoption of modern technology in the marketing and distribution of its products, the primary staff training objectives would be:
- Training its staff and employees on the value of customers by emphasizing on the phrase “Customer is the King”, with the aim of establishing strong customer relationship.
- Strengthening the GMCR Inc.s’ image and reputation among the public by engaging in corporate social responsibilities.
- Technological empowering the employees by providing adequate training on the effective use of advanced technology such as e-commerce and e-business for the purpose of improving the performance and competitiveness of GMCR.
SMART Goals for the Training Program
The primary goal of this training program is to equip the employees with the rights skill and techniques that are critical to improving the performance of the GMCR Inc in the internationally competitive coffee and beverage market, thus realization of the organization’s desired goals. The training program will be coordinated and offered by specialists and professionals in the three identified need areas; customer relation, business technology, and social responsibility (Marshall, 1999). Regardless of the employee’s previous training history on either of the areas, the S.M.A.R.T training program will be designed in such a way that it meets the corporate and individual’s explicit needs.
Specific
The training programs are designed for each group of employees in the three categories based on each groups specific needs. The group’s needs are identified in the primary training objectives (as stated above) during the assessment and preliminary meeting. The training programs are developed depending on the identified weaknesses that need to be adjusted and corrected in order to improve on the market performance of GMCR Inc (Pride, & Ferrell, 2010). The program identifies and outlines the strategies of improving the technical and professional competence of the employees in order to improve the customer relationship and build strong image of the company by being socially responsible (Czinkota, & Ronkainen, 2007). In addition, the program specifies the online business training for the employees purposely to increase the global competitiveness of GMCR Inc. amid the stiff competition.
Measureable
The S.M.A.R.T. training program designed for improving the performance of GMCR Inc. will provide a guide to the employees on the key areas that should be focused on in a bid to improve on the industrial performance of the company. These strategies and training programs are quantifiable by measuring their contribution to the performance of the organization over a given period of time (Marshall, 1999). In this respect, all the departments (from marketing to customer relations) are given specific targets to accomplish within a given period of time. The performance is therefore measured against the outcome of each training program. For instance, realistic targets are set for each group.
Attainable
The S.M.A.R.T. training program is made as flexible as possible in order to accommodate the diverse demands of the organization. The flexibility of the training program will consist of group, team, and private training designed to ensure that all the employees gain the right skills and techniques that are essential for drive the organization forward and increasing its competitiveness. The training program will be conducted in outdoors, through fieldworks, and indoor. The training will also involve practical applications of the skills gained especially e-business technologies (Marshall, 1999). The S.M.A.R.T. training modes are made adjustable depending on personal skills and taking into account individual differences.
Realistic
The S.M.A.R.T. training program adopted by GMCR Inc. is consistent with the organization’s objective of value maximization. Therefore, the employees under the training program should be focused on realization of the firm’s goals and objectives. The training program will be realistic and sustainable (Marshall, 1999). This calls for the commitment and determination from the employees, otherwise the results will not be guaranteed. However, the employees should not limit themselves to their potential but should be ready to learn new ideas, theories, and technologies for the benefit of the organization.
Time-Sensitive
S.M.A.R.T. training aims at delivering the desired results with a given time frame and in timely fashionable limits. The training program will cover different period of time depending on the need and the intensity of the training to be covered. For instance, given the magnitude of the e-business and online training that should be provided to the marketing department, this program is expected to last for 6-8 weeks as opposed to the 3-5 weeks training for the customer-care department (Marshall, 1999). Corporate social responsibility is expected to cover a period of 4-6 weeks. However, the training will continuously be provided to keep the employees updated with the latest requirements in the industry.
References
Czinkota, M.R., & Ronkainen, I.A. (2007). International Marketing. Belmont: Cengage
Learning.
Marshall, K. (1999). Beyond Traditional Training: Develop Your Skills to Maximise Training Impact. London: Kogan Page.
Pride, W.M., & Ferrell, O.C. (2010). Foundations of Marketing. Belmont: Cengage Learning.
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