galeria case_tri

8/7/2019 GALERIA CASE_tri

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GALERIA CASE



Agenda

Area of Consideration

� Background

� Strategic planning

Problem Identification

Analysis

Alternative Courses of Action

Decision or Recommendation



GaleriaMilano

Galeria(Leila, Husband,Henr ,

Bien Partners)

Casa(Bien Paz,

Partners)

ikhay( ana e ent)

Area of ConsiderationBackground/ summary of the case/ main purpose:

Fa il business

Exhibition

Art



Area of ConsiderationBac ground/ summar of t e case/ main purpose:

MISSION

Sustain Casa Milano

Attra t ore

usto ers in

Casa Milano

Galeria Milano

= sub o pan ,

The don't have long ter vision, onl ission

Divertisivie= arketing strateg in order to solveBien's finan ial proble



� Strategic planning:

� Setting the stage:� Scanning environment = relation between internal and external both

� First of all, we looking at the place: the have the place, the restaurant and the wall for the galler . Scot Tobias: location (tourist site) external environment

� Output is a statement of opportunities and threats:

� Galeria Milano is a new business in this area= opportunities� Threats: new business so the need more investment, more skills

� Competition of new artists, popular artists alread belong to their own industr

�G

aleria Milano is a niche because the create an unconventional situation.�� Determining our starting point

� Mission statement: sustainabilit of Casa Milano� Stating where we want to arrive at:

� Vision statement= encourage/promote art b taking /make it more popular in the e es of the filipinocommunit�

� Ke Result Area�

�� Publicit

� Support s stems� RevenueGeneration

� Constanc and assiduousness



� 2. PROBLEM IDENTIFICATION [1]

�

� What are the possible managerial and financial options available to the Galeria Milano investors, who would want to recoup their capital?However, this economic success depends basicall on the efficient, effective and continuous operations of the Casa Milano unit, whoseinvestors are currentl entangled in financialdeficit.



� 3. MAIN PROBLEMS OF CASA MILANO

� Management:� Famil oriented business, carr ing out inappropriate decision making

� Lack of clear mission� Inexperience

��

� Finance:� Lack of capital for operations

� No budget to follow� Inappropriate use of mone

� �

� Strateg .� Having two separated business (Galleria Milano and Casa Milano)

� Lack of marketing research� Sikha as management outsourcing

� No costumer differentiation� No written contract among the Sikha and Casa Milano

�

� Labor force / experience:� Inexperience�

� Structure:� An undefined structure

�� Advertising:

� No continuit on press release



� Alternative Courses of Action

� Before folding up� Defining a Mission based on the actual activit of the organization.

� -leader in the presentation of contemporar visual arts within the Filipino communit� -encourage experimentation through support presentation of new work b emerging and established arts

� -cultural enrichment of the Filipinos through exhibition� Clear definition of role and responsibilities

� -setting up an organizational structure� -Assigning various tasks to management

� Legal agreement� -Signed contract between casa and galarie and sihkah because of difference in share holding and capital management

� Training� -Emplo more business oriented persons for da to da running

� Clear feasibilit stud� - To establish the financial potentials

� During folding up� -Increase capital

� -Galeria Milano should bring financial resources to Casa Milano� -.Administrative and operation restructuring

� -create more awareness *press release

� - Find another capital investor interested to be part of the business.� - Merge as a conglomerated.� After folding up

� -Galeria Milano should bu Casa Milano� -Sale of fixed assets that were the heritage of the restaurant and the lease to another restaurant interested in use the place, with the purp

ose to recover the invest



� 5. ANALYSIS

� #

� Alternative

� Pros

� Cons

� 1.

� Galeria Milano should bu

Casa Milano.

� - Continuit

.

� -Ease management.

� - Better objectives.

� - More investments.

� - More risks.

� 2.

� Galeria Milano should bring financial resources to Casa Milano.

� - Continuit

.

� - Cost reduction.

� - More investment.

� - More risks.

� 3.

� Merge as a conglomerated.

� - Continuit

.

� -Increase revenues.


� - Ef fic ienc

.

� - Effectiveness.

� - Could be expensive.� - Demands more skills.

� 4.

� Administrative and operation restructuring.

� - Ef fic ienc

.

� - Effectiveness.

� - Have planning.

� - Organization.

� - Control.

� - Stabilit

.

� - Value.


� - Food selection.

� - Expensive.

� - Takes time to implement.� - Resistance to change.

� 5.

� Find another capital investor interested to be part of the business.



� 6. DECISION OR RECOMMENDATION

� Continue the operations b merging the bu

sinesses.



� 7. POTENTIAL PROBLEM ANALYSIS

� Competition.

� Financial issues.� Sustainabilit .

� Conflict of ideals.

� Advertisement.� Adversit to price change.



Main Question for Galeria Milano

The reason for its predicament

What could Galeria Milano have done at dif

ferent stages, before/during the operationsand before folding up and closing down?

galeria case_tri

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