BC PRINTING started operating in the mid-1980s, BC Printing became one of the leading printery operations in Jamaica’s local printing industry at the end of the 1990s. With more than 300 employees, the firm offers offset and digital printing services.

Since the mid-1990s, BC printing always experienced an annual increase in its customer base due to its positive public image and renowned social responsibility programme and ongoing effective marketing campaigns with appealing messages. However, since this period,
BC Printery’s marketing campaign messages have always been easily copied and adopted by its competitors. On a point of interest, current activities associated with its inbound logistics are very costly, as BC Printery’s procurement team sources supplies from the most expensive supplier within the industry, although there are six other suppliers.

Since its inception, the human resource department at BC Printing has always hired employees who were either trained and certified by the HEART-Trust NSTA (Jamaica’s local training agency) or studied at local higher educational institutions. Nonetheless, for the past 3 years, the prevailing organizational culture at BC Printing had resulted in some employees frequently reporting late for work and sometimes showing little effort to meet agreed deadlines for customer orders.

Despite the fact that BC Printing always acquires modern pieces of equipment to execute its production process efficiently, some of its employees fail to use these items effectively.
Lastly, it should be noted that the current management at BC Printery has no idea about strategic management.

QUESTION

You have been hired as a Consultant by BC Printery. DISCUSS two (2) strategic tools that could be used to give the management of BC Printery, an understanding of the specific issues identified in the case.