Ways Go Appliances Limited can Reposition, Re-brand, and Find Viable Business Opportunities

Case Study Report: Go Appliances Limited (“GAL”)
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Case Study Report: Go Appliances Limited (“GAL”)
Introduction
In a bid to be at the forefront as a Responsible Business, Go Appliances Limited (“GAL”), a multi-award-winning third generation and fictitious Australian family-owned business, seeks to pursue ways of repositioning and re-branding itself and find viable business opportunities. The company is one of the leading logistics, distribution, retail, and tech giants in Australia with four different entities: Go Appliances Retail, a luxury home goods shopfront-retail store, Go Appliances Online, a home goods online retail store, Go Clearance, a clearance home goods shopfront-retail store, and Go Appliances Services, a national distribution and installation business. Overall, the company comprises between 1000 and 1500 employees with recorded FY20 revenue of AUD 2 bn. However, since GAL is a family-based business, both merits and demerits will impact their goals. Some of the advantages of a family-owned business include reduced costs, long-term outlook, flexibility, stability, and commitment to company objectives. The downsides of such a business have a strong lack of family interest, conflicts among members, nepotism, and challenges in succession planning (Ramadani & Hoy, 2015). For instance, after Lee Kun-hee was taken ill in 2014, the administration was transferred to Lee Jae-Yong, his son (Zhou, 2020). Additionally, as consumers increasingly become conscious about their buying decisions, the company must align customer values about climate change, social equity, waste management, and sustainability. The existing business model and developments at GAL violate sustainable development as the business is focused on a business strategy with a Shareholder Primacy Mindset geared towards increasing shareholder profit. However, in advancing the mindset of a Responsible Business, GAL needs to consider aspects of sustainability. It affects the community and the environment by establishing sustainable strategies and public reporting through the conceptual frameworks of Circular Economy and Indigenous-based Stewardship.
P3: The Numbers: Sustainability Balanced Scorecard (SBSC) for GAL
Drawing from the principles of the frameworks of Circular Economy and Indigenous-based Stewardship, GAL can transform and reposition as a Responsible Business. The approach of Circular Economy encompasses the transitioning away from the conventional linear model of ‘take, make, dispose of’ to circulating resources in the economy to maximize value, generate employment, and minimize waste. The theory of Indigenous-based Stewardship is one of the important elements that support a mindset of Responsible Business by appreciating the interconnectedness of the environment and communities and serving to benefit future generations. GAL should embrace Indigenous-based culture to embrace environmental sustainability and act as stewards or caretakers in protecting natural resources through effective planning and management of business processes. The framework can open up new markets and novel business models, thus resulting in innovative resource and waster management soluti...