Woolworths Case Study Essay

1543 Words Oct 7th, 2010 7 Pages
Woolworths Case Analysis
Wandeli Loubser 15301648
Woolworths began life in what had been the dining room of the old Royal Hotel in Cape Town on a sunny October morning in 1931 as a clothing store and was founded by Max Sonnenberg.
In 1934 Woolworths opened a second branch in Durban, followed in 1935 by branches in Port Elizabeth and Johannesburg. Shareholders who bought Woolworths stock in 1936 at 75c a share would have seen that stock grow to many, many times its original price as the Woolworths brand has become an entrenched icon in South African retail. Since 1936 the product range had expanded from clothing and shoes to include food, cosmetics, gift items, accessories, mobile phones, an extensive range of
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The typical merchandise found in both three stores their trademark jeans, wide variety of shoes, under garments and white t-shirts. In the food market they sell every basic form of goods. From fruits and vegetables to chips and finished meals. They aim to target and satisfy a wide variety of people with different tastes and this is very difficult.
Problems I’ve encountered at the clothing part of Woolworths
I often experienced a lack in staff when it comes to assistance at the dressing rooms and at the different paying outlets – this happened more than once at all three store outlets. There is also a lack of assistance at peak times.
Another problem is that all the merchandise isn’t frequently available – especially the staple merchandise, like jeans and under garments. Then when I ask for assistance people are not very eager or friendly to help me.
I usually shop for basic clothing at Woolworths and not my everyday t-shirts, going out clothing and so on, seeing that they usually don’t have a wide range of that type of clothing.
Probable solutions
The main problem is human resource management. Staff should be trained to seek out customers and assist them when needed, even if they are only browsing through merchandise. This way people can show staff away if assistance is not needed, but it will leave an impression that staff is effectively available.
Management should also investigate what the

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