A business organization should have effective strategic control over the business and the people who help run the business; the employees and the shareholder, as it is good for the organization, and it helps maintain balance. Any business organization that does not follow the right strategy as implemented by the organization might fall into a catastrophe in the business sector. Dave Symons is a businessman with an excellent strategy for running his merchandise business, he ran with his cultural strategy from 1999 to 2001, within this time frame, the business went bad in the year 2000 as there were lost assets and more loss of money in that same year. White Rose thrived after such a huge loss in the year 2000, Dave Symons started implementing new strategies for 2001 like as offering customers a quality amount of live nursery products, lawn and garden supplies, crafts, and Christmas merchandise at affordable prices in easy-to-locate stores, this improved their market value and their sales. Although sales were shaky during this period, White Rose managed to still keep up a successful number for the value in the market as there were still sales ongoing. During White Rose’s fiscal year in 2001, the organization ran at a high advantage because the plants; the pricing and margin strategy were implemented and successfully attained with the use of vertical integration, White Rose successfully found a means of supplying many plants that were rare to third-party suppliers, White Rose was able to accomplish a vast process of quality control, White Rose even got to the point of executing 24 hours delivery or 48 hours delivery of out-door plants to stores which successfully improved their sales, White Rose management was finally in the place of controlling the inventory levels which managed to minimize any inventory stock-outs and which also minimized any losses if there was restocking, White Rose plants were tagged beforehand with prices and species information where it helped in smoothening out the handling and maximize sales, and White Rose was able to test and make supplies of the new variety of plants and roses because of the farms, and some of these plants were only to be found at White Rose.

These were the advantages that the farm provided White Rose as a business. These were the advantages that White Rose could maintain while suffering another hit in the year 2001, and while entering the Fiscal year of 2002, Dave Symons thought it was the best idea to implement another strategy for the firm by bringing a new board of members which was meant to create some sort of strength for the firm, and also decided to expand the management team by dividing the management team into specific areas in the firm; operations, merchandise, information systems, and finance, this expansion did not need any addition of payroll expenses that may have been caused by the reconstruction of the many departments in the firm. White Rose also decided to improve the supervisory skills that were achieved at the firm, the main goal for the year 2002 was to make the standards of the firm in the aspect of training the employees in customer service and job evaluation for the improvement of the firm’s management strategy. In summary, Dave Symons’ had a brand new improvement strategy for the business, and unfortunately, the plans failed yet again in the year 2002, and this time it was worse than the previous times. White Rose was run without any specific or formal strategic planning which is supposed to be ideal for any business seeking success. From the year 1999 to 2002, White Rose was run differently every year; for every year, there was a new strategy, which cannot work if a firm or business has plans on seeing financial success in its market value.

However, in order for White Rose to succeed, there are several methods and/or strategies that could be used in order to achieve financial success for this firm. With the use of McKinsey’s 7S Framework, White Rose would thrive on financial success and become more prepared for the damages they faced in these years, rather than taking another hit and loss. McKinsey’s 7S are: strategy, structure, systems, style, staff, skills, and shared values. White Rose consistently changed strategy for business every year, Dave hardly stuck to one strategy in order to direct the success of the firm, and because of that, the structure of the firm was poor, and so were the systems, because they all kept changing every one-year interval.

There was no specific style to run this business since the strategy always changed every year, the staffing for White Rose failed in the year 2002 because they made new implementations and added new people on board and these staff didn’t seem to share the same value as the previous and current staff. If White Rose implements the 7S Framework in their business plans for White Rose, they would be able to cut down losses and have some financial success for the year, and it seemed like Dave Symons always made short-term strategies food each year; the strategy for the year 1999 is different from that of 2002, and that is why they need this Framework in order to find the balance between discipline and success.