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A Better Way of Doing Business?Lessons from The John Lewis Partnership$
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Graeme Salaman and John Storey

Print publication date: 2016

Print ISBN-13: 9780198782827

Published to Oxford Scholarship Online: September 2016

DOI: 10.1093/acprof:oso/9780198782827.001.0001

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The Way the Business was Managed: 2010–2015

The Way the Business was Managed: 2010–2015

Chapter:
(p.92) 5 The Way the Business was Managed: 2010–2015
Source:
A Better Way of Doing Business?
Author(s):

Graeme Salaman

John Storeym

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782827.003.0005

From around 2009/2010, there were signs that existing business models were unsustainableand incremental strategies to increase the scale and efficiencies of the businesses were no longer adequate. The old strategy had been to do core things better; the strategy was to do new things in new ways. Waitrose would move into different types of stores, launch a series of joint ventures with other retailers, and work towards an emphasis on e-commerce. Such initiatives could raise issues of reputational risk and questions about the compatibility of these partnerships with the JLP model, especially the status of employees. JL was hit by two pressures: a new form of retail—online—which transformed the business and operating model, and the need to develop a major online capacity which could exist symbiotically with the core business while improving operating efficiencies without endangering the core differentiator: service and commitment.

Keywords:   business strategy, business challenges, new directions, on-line business, international strategy

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