Bear Stoned Park: Business Intelligence and Performance

Bear Stoned Park: Business Intelligence and Performance

Business Intelligence Justification

Business Profile, Issues, and Responses

Bear Stoned Park (BSP) is a clothing brand that puts its focus on the 420 lifestyles for adults. The organization was first created in 2017. The owner, Jerry Butler, wanted to break the negative stereotypes associated with the consumption of marijuana and create inspirations that draw on the silhouettes of comfortable attire and weaves it together with the positive 420 vibes. Its headquarters is located in Jacksonville, Florida. There are stores situated in Chester, Virginia, Chicago, Illinois, Denver, Colorado, Houston, Texas, and Los Angeles, California. Between all locations, there are over 600 employees. Additionally, BSP conducts sales through e-commerce.

Six-Core Problems

Although BSP has been performing remarkably well in the target market, the decision-making model presently adopted by its leaders has several issues to be addressed. Specifically, the company is currently using an approach that seems to be rooted in the Rational Decision-Making Model. Specifically, given the relatively slow pace of the company’s development, it is safe to assume that BSP does not prioritize spontaneity in decision-making and, instead, focuses on a careful and rational selection of an appropriate solution. While the specified approach is sensible enough, it has entailed several problems for BSP. First, the current approach to decision-making does not allow the company to respond to emergent challenges and risks promptly. As a result, the organization loses time and resources while adjusting to change.

Second, the described framework for decision-making limits the range of resources that the company can use. Specifically, due to the minimized scope of the decision-making process stemming from the company’s insufficient use of the available resources, particularly the analytical and marketing ones, BSP cannot make long-term decisions that will require a substantial change in the resource management approach. Consequently, the company’s strategy toward the use of resources, especially the ones regarding the firm’s employees and its digital capacities, needs to be expanded.

Thirdly, in the described case, the Rational Decision-Making Model appears to be the product of the company’s inability to develop and apply an appropriate business intelligence strategy. Although the determination to use the specified model could be indicative of BSP’s willingness to remain objective in its judgments, the lack of any supportive framework allowing BSP to address immediate concerns signals the absence of a strategy for handling unforeseen risks.

Next, the company has been evidently having issues with its decision-making in regard to the company’s risk-taking ability. Being related directly to the first issue, namely, the company’s failure to manage risks immediately, the specified concern implies that the current Rational Model of Decision-Making lacks a robust and effective risk management strategy. Namely, even though the company’s risk management approach has been designed to address the current concerns, it fails to capture the complexity of the external market setting and identify emergent patterns of relationships within it. Therefore, a shift in the framework is advised so that BSP could make decisions based on both external and internal issues, representing a cohesive model.

Additionally, the current approach to decision-making seems to suffer from the lack of information regarding the firm’s target audience. The fact that the company is underrepresented in the specified setting, as well as the absence of a practical e-marketing framework, is glaring. Therefore, it is strongly advised that BSP should reinforce its presence in the digital context, particularly on social media. Finally, the fact that BSP may lack insight into its customers’ needs due to the lack of media representation mentioned before represents a significant issue. Specifically, BSP needs to familiarize itself with its target audiences and their demands, which is best to be done via social media (Kurnia, 2018). Therefore, the current decision-making approach could use improvements.

Typical Organizational Response

The problems identified above are pretty common in organizations that are only starting to expand into the target market. Therefore, strategies for responding to the outlined concerns are readily available and comparatively easy to apply. First and most importantly, BSP will need to update its approach to develop greater flexibility in its choice of main options. The specified step can be completed by revisiting the firm’s resource management approach, reduci