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Question

While obviously more successful than most, Luscombe’s management career is not unusual in Australian companies. The eldest of nine children, he studied economics at Monash University while working part-time in a liquor store and an automotive parts wholesaler. His experience in buying and selling, and in dealing with customers, formed a valuable skill set as he moved up from running a Safeway store, to various roles in Woolworths management positions, and eventually national banking manager. His later work in restructuring the supply chain network and freight programs is credited with dramatically widening the performance gap with competitor Coles. He was promoted to manage the supermarkets division, which contributes 80 per cent of group profits. When CEO Corbett retired in 2005, Luscombe was a natural successor. In his future vision for the company, acquisitions are on the agenda, and there are several internal initiatives which will aim to further improve the efficiency and profitability of the company. These include creating an electronic payments processing system to cut costs and to serve as a platform to launch a store credit card, as well as growth into financial services and telecommunications. Luscombe also wants to improve consistency in store standards, and to better understand customer buying habits, through better data mining.

His engaging and cooperative management style will ensure he takes his team with him in whatever direction the board authorizes. The company has a long tradition, which he exemplifies, of attracting talented young staff and training them across a range of disciplines to maintain a source of well-rounded managers. He wants his people to feel engaged, involved and valued. Woolworths shares have risen 40 per cent since Luscombe became CEO.

Questions
1. How much of success of Woolworths depends on the personal skills of Michael Luscombe and his predecessor Roger Corbett?
2. Can Woolworths’ success be used as a model for other companies?
3. Is it all brand attraction or is there something more to the success, and to the management, of Woolworths?
4. Is Woolworths managed according to any theory discernible from the history of management?
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Answer 1

The Woolworths’ Management Success Story
沃尔沃斯（Woolworths）公司成功管理的轶事

In 2006, after 28 years as an employee of the company, Mike Luscombe took over from Roger Corbett as Woolworths CEO.

在公司任职28年之后，麦克，勒斯科姆（Mike Luscombe）于2006年接替了罗杰科贝特（Roger Corbett）成为了沃沃斯（Woolworths）公司的总裁。

During Corbett’s eight years at the helm, revenues doubled to $36 billion, and profits quadrupled to $1 billion.

在科贝特（Corbett’s）掌舵公司的8年里，公司的年收入增加到360亿，是原来的一倍而净利润则翻了两倍达到了10亿，。

found their returns exceeded 300 per cent.

公司对股东们的回报率也已经超出了300个百分点。

In retrospect, while popular with his front-line staff, Corbett’s management style with his closest colleagues was sometimes autocratic, uncompromising and conservative. He was known for his attention to detail and for reducing costs.

在回顾科贝特（Corbett’s）的管理风格时我们发现，尽管他深受公司一线员工的欢迎但是在管理那些同自己最亲近的同事的时候他的管理风格有时候可以形容为专制，严格和保守。这样的他以注重细节和缩减成本而闻名。

Perhaps with the hard yards won through such management style, it was possible for a more collegial Luscombe to assume the reins with an emphasis on teamwork and a more cabinet-style approach with the senior management team.

可能正是他这种管理风格所造成的生硬局面为更好说话的勒斯科姆（Luscombe）接管公司创造了机会。而后者则强调团队工作并且对高管队伍施行更加内阁式的管理方式

An example is his approach to discerning what his ream members saw as how the company could reduce its environmental footprint. They responded with enthusiasm, with ideas for using less to create the same output. The company is now reducing carbon dioxide emissions and disclosing energy reduction performance goals.
一个例子是在研究怎样降低公司对环境的污染时，他可以敏锐地理解大家的意见。人们热情的回应并且对如何做到在减少投入的同时却不影响产出提供了意见。现在公司正在减少二氧化碳的排放量并且正对外披露能源缩减的业绩目标。

Luscombe is particularly critical of one aspect of the Woolworths working environment: staff choose to work too hard.

勒斯科姆（Luscombe）对沃尔沃斯（Woolworths）的工作环境有一点提出了特别的批评，那就是：员工们工作太努力了。

This may appear a strange criticism for a CEO of his own company, but he admits that the typical 12-hour day that many executives put in is too much, even though it does reflect the culture of the organization as being honest and down-to-earth. He observes that the staff car park at headquarters is too full at weekends, although he admits to his own commitment to work.

这样的评论竟来自一个总裁对自己公司的评价显得有点奇怪。但是，他说，许多公司高级主管每天的典型工作时间是12小时，尽管这反映了诚实并且脚踏实地的公司文化但是他们的工作时间仍然太长了。同时，虽然他承认自己工作很努力但是根据他的观察，在周末的时候，员工们停在总部的车子还是太多了（还是有太多员工来总部工作了）。

Answer 2

当明显地成功比多数， Luscombe的管理事业在澳大利亚公司中不是异常的。 最老九个孩子，他学习了经济在Monash大学，当兼职工作在酒店和汽车零件批发商时。 他的经验在买卖和与顾客打交道，形成了被设置的一个可贵的技巧，当他从跑Safeway商店，向在Woolworths管理位置的各种各样的角色和最终全国银行经理移动了。 他的最新工作在调整供应链网络和货物节目相信剧烈加宽表现空白与竞争者科尔斯。 他被提升处理超级市场分裂，贡献小组赢利的80%。 2005年当CEO Corbett退休了， Luscombe是一个自然后继者。 在他的未来视觉为公司，承购在议程中，并且有将打算进一步改进公司的效率和有利的几内部主动性。 这些包括创造一个电子付款处理系统削减成本和担当平台发射商店信用卡，并且成长入金融服务和电信。 Luscombe在商店标准也想要改进一贯性和通过更好的数据采集更好了解顾客购买习惯。 他的参与和合作管理方式保证他采取他的队与他在任何方向委员会批准。 公司有长的传统，他举例证明，吸引有天才的年轻职员和训练他们横跨规则范围维护圆满完成的经理的来源。 他想要他的人到感觉订婚，介入和被重视。 自从Luscombe适合CEO， Woolworths份额上升了40%。 问题1。 多少Woolworths的成功取决于迈克尔Luscombe和他的前辈Roger Corbett个人技能？ 2. Woolworths’成功能使用作为模型为其他公司？ 3. 它是否是所有品牌吸引力或有没有某事更多到成功和对管理， Woolworths ？ 4. Woolworths根据任何理论被处理可识别从管理的历史？

Answer 3

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